Latest news with #PacSun
Business of Fashion
14-07-2025
- Business
- Business of Fashion
Exclusive: Everlane's New CEO Gets Real About Its Ambitions
Whoever decided to step into the top job at Everlane was always going to have their work cut out for them. One of the stars of the 2010s direct-to-consumer boom, by 2022 the basics brand, known for its $30 organic cotton T-shirts and transparent pricing, was struggling to scrape together enough cash just to cover inventory. Andrea O'Donnell, who succeeded founder Michael Preysman as CEO in 2021, got the 14-year-old apparel maker back to profitability in 2023. But growing sales again proved a tougher challenge. A revamp of the brand's marketing and product to emphasise style, not just its pricing, won praise with fashion insiders and some customers; sales rose 1 percent in 2023. O'Donnell departed in January 2024, and the CEO role sat empty for nine months. Last year, sales dipped, again by 1 percent, to $198 million, according to a person with direct knowledge of the matter. For Alfred Chang, it was just the challenge he'd been waiting for. Chang was co-chief executive at PacSun when the surf-inspired brand, which filed for bankruptcy less than a decade ago, experienced an unexpected resurgence with Gen-Z shoppers. After that, he was at the helm of Fear of God. ADVERTISEMENT 'What Everlane represented in this opportunity of needing leadership talent to come in and build the next chapter of growth, and getting Everlane's strength back again, was an opportunity that I just felt I was built for,' Chang told The Business of Fashion. By October 2024, Chang was in San Francisco at Everlane's headquarters, ready to steer the ship. His immediate assignment is to return to growth – any growth. The brand aims to hit $200 million in sales this year, according to a person with direct knowledge of the matter. Even that will be a major undertaking: Chang has to convince consumers to fall back in love with Everlane while staving off competitors like Quince, another online basics label that despite being founded seven years after Everlane, does more than double its annual revenue. Chang wants to cross $260 million in annual sales by 2027, said a person with direct knowledge of the matter. And Everlane's backers believe in the company's future: LVMH-backed private equity firm L Catterton, which first invested in Everlane in 2020 according to PitchBook, poured in an additional $25 million last October, making it a majority shareholder, the person said. Everlane declined to comment on the company's recent funding and financial performance. L Catterton also declined to comment. To reach that goal, Chang is plotting a big overhaul: he's already hired a new designer and merchandiser and launched the company's first brand campaign in May (previously, marketing mostly highlighted low prices and was designed to get people to click through to the brand's website). Next, Everlane is debuting a campaign for its fall collection with a recognisable face it won't yet reveal, its first time featuring a known persona in one of its ads. Also, a new logo is on the way, and the brand is exploring wholesale. 'This year is a year where we have to lay some of the groundwork. We have to have a year of corrections,' Chang said. 'L Catterton ultimately has an incredible reputation of identifying great brands and setting them up for growth.' A Turnaround Master When Everlane first launched in 2011, its disruptive proposition of 'radical transparency,' — providing details on how and where each product was made to explain its price — enticed Millennial shoppers. But after facing competition and internal upheaval in 2020, the brand brought in O'Donnell, who had previously led Uggs' revival, (Preysman remained involved in day-to-day operations). Designer Mathilde Mader joined in 2022 to refine Everlane's product assortment and move from frequent drops to fewer, more elegant collections. While Everlane was evolving, Chang was at PacSun leading its turnaround by collaborating with high-profile Gen-Zs like Kylie Jenner and Emma Chamberlain. He then moved on to Fear of God in 2023, where he took Jerry Lorenzo's sharp vision of quality tailoring targeted at a young, streetwear-driven consumer and 'set up the operational pieces to be able to start to drive significant growth,' Chang said. Alfred Chang was previously co-chief executive at PacSun and chief executive at Fear of God before taking the reins at Everlane. (Everlane) In joining Everlane, Chang saw an opportunity to do the same thing. One of his first moves was to improve the brand's online store, including enhancing its site navigation. Chang is also looking to enter Everlane into multi-brand retailers in the second half of 2026, including potentially selling core items like its chinos and box-cut tees on Amazon — a strategy many of its DTC peers have implemented. It's one of his bigger swings as he gets full control of the brand: Preysman has taken a step back to focus on his new venture, Magna, a magnesium-based beverage brand, a person with knowledge of the matter said. ADVERTISEMENT 'I was clear with the board when I came into this job that one of the first priorities was to go through extensive brand positioning and vision work with the leadership team,' Chang said. 'Ultimately, my strong belief is that this vision, this positioning and strategy, needs to have full alignment and needs to be ours.' Refining the Vision Everlane's customer base is currently split between price and environmentally-conscious Gen-Zers and fashion-minded Millennials looking for less expensive alternatives to minimalist labels like The Row and Toteme. To address its target audience while widening its appeal, Everlane debuted its first brand campaign in May called 'Clean Luxury. Better for You,' featuring aloof models standing near a hill, meant to represent Everlane's sustainability promises and its efforts to be known as a fashion-first label. While that storytelling didn't emphasise the clothes themselves, Chang understands that for the message to land, it has to be reflected in the designs. The current assortment is filled with Mader's — who left Everlane for Calvin Klein last September — concept of a modern, fashionable wardrobe: barrel leg jeans, Mary Jane flats and funnel neck tanks. But after pooling customer feedback from surveys and input from Everlane sales associates, Chang found that consumers felt the brand's organic materials didn't retain their luxurious feel over time. So this year, Chang hired Gap and alum Cynthia Ng — who he felt knew how to make desirable clothes at a reasonable price — as head of design. He also brought in Bobby Goodwin, a former PacSun colleague, as senior vice president of merchandising. For the fall collection, the team is introducing new fabrications like silks and viscose sourced from sustainable suppliers, Chang said. Chang also sees the product as an avenue for brand awareness. Everlane recently enlisted the help of a creative agency to create a new brand logo that it will slowly and subtly start to incorporate on its clothes later this year, he said. It's a move toward making Everlane a legacy brand with recognisable insignia that its consumers want to telegraph. 'As we continue to create more relevance and awareness within the brand … one of the things that people do love to do is to also get a bit of that brand recognition saying 'I have an Everlane piece,'' Chang said. 'There's a comfort level; a trust level within that product.' A Continued Transformation Everlane's attempts to reshape its image isn't yet resonating with consumers: its engagement across various social media platforms dropped 10 percent year over year from June 2024 to May 2025, according to influencer marketing platform CreatorIQ. But Chang says the 'Clean Luxury' campaign in May has led to a 10 percent increase in Everlane's average order value, most of which is coming from new shoppers. Still, he acknowledges that there's more work to be done to broaden Everlane's reach. This year, the brand is building out its influencer ambassador program and hired a new staffer to take the lead on developing longer-standing partnerships with talent, including the yet-to-be-named face of its forthcoming fall campaign. ADVERTISEMENT 'It's important that we have more authentic storytelling and representation,' Chang said. Everlane is also addressing its largest threat: Quince. The six-year-old startup, which sells everything from Bottega Veneta-inspired woven leather bags to Away-esque luggage, takes an approach similar to the one Everlane did in its early days, running ads that break down its pricing, even comparing itself to Everlane. Instead of lowering prices or going on an ad-buying spree, Everlane is focusing on emphasising its materials and sustainability in its messaging, highlighting that nearly all of its cotton-based products are organic; and since 2019, the brand reduced its carbon emissions to 52 percent in 2024 against an initial goal of 55 percent by 2030. 'It is our responsibility to have a stronger, more compelling brand narrative beyond price,' Chang said. 'That's how we're going to compete with them.' Consumers may be increasingly wary of green marketing, but when a company is repositioning itself, it shouldn't abandon its foundation as consumers today latch onto brands with consistent messages, said Nora Kleinewillinghoefer, the head of fashion and luxury North America at Kearney. 'It's about growth of the brand; it's about expansion of the brand. It's not about diluting what the past is,' Kleinewillinghoefer said. 'There's a celebration of history without preventing yourself from moving forward.' As Everlane continues to assert itself as a fashion authority with sustainability at its core, Chang is simultaneously bringing the company's growth goals down to earth. For starters, the brand is no longer chasing $1 billion in annual sales — a feat that most prominent DTC brands from the 2010s have yet to achieve. 'We want to build a stronger Everlane; a brand that has purpose, relevance, and strength … It could be a very valuable brand at $200 million; it could be a very valuable brand at $500 million,' Chang said. 'The outcome of the revenue will be what it is.'
USA Today
06-06-2025
- Lifestyle
- USA Today
Summer looks and hot savings: Save 30% at Chico's this weekend
Summer looks and hot savings: Save 30% at Chico's this weekend Shop deals on cute tops and comfortable bottoms for summer 2025. I'm one of those shoppers who always feels like they need a new outfit for an event. The next one being 4th of July, and obviously it needs to be stylish, keep me cool and still have a great summer aesthetic. Chico's is offering 30% off select styles for anyone who is in the same boat! You'll find breezy tops, bold prints, comfortable shorts and more that all feel like perfect picks for the beach, the boardwalk or a backyard get-together. Whether you're shopping for new pieces to add to your summer wardrobe or classic staples that can work all year long, you don't have to pay full price at Chico's. Stock up on warm-weather essentials and save 30% on tops and bottoms at Chico's. But, hurry, this sale ends on Sunday, June 8. Shop Chico's sale Here are some of the top items to shop during the Chico's Feels Like Paradise sale: Shop Chico's 'Feels Like Paradise' sale for up to 30% off select styles Where to buy bathing suits: Check out Summersalt, PacSun, Target and more 👙 Does Chico's have a rewards program? Yes! Chico's offers Chico's Rewards+, a rewards program with tiers based on spending, and benefits like personalized offers, birthday rewards and VIP access. It's free to join, with just an email signup and joining the program can also provide benefits like a 20% discount on your next purchase. Save 30% at Chico's
Yahoo
27-05-2025
- Business
- Yahoo
CEO Talks: Brieane Olson of PacSun Talks About Staying Focused on Young Consumers
Brieane Olson may never have worked the cash register at a PacSun store, but she's done just about everything else in her nearly two-decade career at the Los Angeles-based retailer. Olson actually got her feet wet in retail as a teenager working for Banana Republic, and over the years had held posts at Marzotto and Abercrombie & Fitch before joining PacSun as senior design director of women's in 2007. She worked her way up the ranks until reaching the top spot two years ago. More from WWD Luxury Retail Co-op The Hub Opens In Bridgehampton With Partners Isaac Boots, Skinney Medspa, Bronx and Banco and More Palazzo Molteni Opens in Tokyo Chiara Boni La Petite Robe's New Path Takes a Daywear Turn As chief executive officer, Olson has worked to create what she calls a 'purpose-driven' company that is in lock step with its target of Gen Z and Gen Alpha customers. From collaborations with Formula 1 and the Metropolitan Museum of Art to relationships with Selena Gomez, A$AP Rocky and Fear of God's Jerry Lorenzo, PacSun has managed to prosper while many of its teen-oriented competitors have struggled or disappeared. Here, Olson, who is also a mother of two, talks about her career trajectory, how PacSun's customers engage with the company as co-creators and what's next for the 300-plus unit chain. WWD: How long have you been CEO of PacSun? Brieane Olson: I've been CEO for the last two years, and I've been with the organization in total 18 years. I was co-CEO, brand president, chief brand officer, chief merchandising officer, all the way down the range. So I have had a lot of evolution in my career trajectory here. WWD: Did you work a cash register too at one point? B.O.: No. But early on, at age 15, I worked in Banana Republic, so I started in stores. I spend a lot of time in our stores today, probably as a big part of understanding how important that final touch point with the consumer is. WWD: Did you work anywhere else before PacSun? B.O.: I worked at Abercrombie right before PacSun. And prior to that, I worked and lived in Italy for Marzotto Group, for the Valentino brand and Gianfranco Ferre. After a few years there, I partnered with a woman named Holly Dunlap, and we started a company called Hollywood, and then I went to Kellwood a few years later. WWD: How many stores do you have at PacSun and are they mainly in malls? B.O.: We have over 300 stores, and the majority of our locations are mall-based. We've been very intentional about focusing on high-performing centers that drive strong traffic, especially from Gen Z and Gen Alpha. Just last month we opened Westfield Century City. We're opening about 10 doors this year and 25 next year, and we have quite a few flagship, street-level stores, such as the one in SoHo in New York and in downtown L.A., which are really designed to be experiential hubs for the brand. Both formats really play a role, with malls continuing to perform exceptionally well for us and our flagships helping to drive the culture and storytelling for the brand. WWD: How many street locations do you have and how are they different from the mall stores? B.O.: I would say we have just under 10 flagships and they're about twice the size. So it's allowed us to do some really incredible activations with folks like A$AP Rocky, our creative director at the time — he did an in-store musical performance. We did an ADHD Paris Hilton-led event where she signed her records in our Broadway SoHo store. We've done things with Emma Chamberlain and brought in virtual reality and gaming trucks to our downtown L.A. storefront. So it's given us an opportunity to engage in powerful ways with our consumers and our creator community. WWD: Do the flagships perform better than the mall-based stores? B.O.: Our SoHo store is in our top five, and also our Mall of America location is in the top five. So two very different examples where we're seeing high traffic, consumer engagement and all-time high sales and sales per square foot. Over the last 18 months it's been remarkable to see the return to the mall, and we have had consistent double-digit traffic and sales comps, and we're seeing that continue today. For the Gen Z and Gen Alpha consumers who live and exist in a fully digital world, there is definitely this desire to integrate physical experience into their day-to-day lives. WWD: How much of your business is online versus brick-and-mortar? B.O.: About 35 to 40 percent of our business is e-commerce — and growing. We also have had steady growth in social commerce channels, predominantly through platforms such as TikTok Shop, where we were an early adopter. I certainly look at social commerce as a large growth vehicle for digital sales going forward and engaging with the consumer and meeting them where they are in a way that's different from what we've seen in the past. It's a really essential touch point for both discovery and community engagement. WWD: Does Golden Gate Capital still own the company? B.O.: Yes. For a while they owned Eddie Bauer too but we sold that off about five years ago to SPARC Group. WWD: Do you have any indication that they'll sell you too? B.O.: They have been incredible partners, and the focus has really been about creating sustainable long-term value for the brand. We're not transaction oriented. I think the transaction will happen at the right time, but that's not the focus. The focus is really on creating long-term longevity and growth. And they've been incredibly supportive of our growth initiatives. WWD: The company used to be heavily menswear. What's the merchandise split today? B.O.: When I joined the brand 18 years ago, it was about 75 percent men's. Today, we're closer to 60-40 women's to men's. That's been a predominant shift — and very intentional. WWD: What's the breakdown between national brands and private label? B.O.: Roughly 50 percent of our business is PacSun branded today. If you look back just a decade ago, we didn't have any product in our store that had the PacSun name on it. So that has been an incredibly important initiative, and now our jeans are some of the most coveted out there. That's been a very thoughtful and strategic shift. And then 50 percent comes from national brands with exclusive drops and collaborations. This balance really allows us to stay nimble and on trend, while also leveraging iconic brand partnerships that resonate deeply with our audiences. WWD: You've done some interesting collaborations over the years. B.O.: Yes, we're very proud of our brand partnerships, whether it be with Formula One, where we're on year three, or the Metropolitan Museum of Art, which is also going on our third year of partnership. We think about our business in terms of four pillars: music, sports, art and fashion. There is a fluidity within that mix, but those are the four that are represented at any given time within our brand DNA. WWD: What products are you best known for today? B.O.: When people think about the greatest collaboration with sports or the most exciting things happening in fashion, we're known for those four pillars underneath that. We're also certainly known for denim, and our growth in denim can also be seen in the halo that we've created on different social media and social commerce platforms. Last year, we had the phenomenon of the viral packs on TikTok for the Casey jean, followed by the Astrid jean. Denim is certainly a mainstay that you see every single season, and is an important part of the consumer and audiences' wardrobe. WWD: Do you have an internal design team? B.O.: Yes, we have a team in place in-house. They're responsible not only for the PacSun-branded product, but some of our branded collaborations and collaborative efforts with different creators and artists and musicians. So it's really a team that's focused on lifestyle and not just category. There are category-specific designers underneath that, but we're very proud of the talent of the team and, quite frankly, the longevity of the leadership there. WWD: Who is the customer? B.O.: Our core customer is 16 to 24, Gen Z, but we're also investing early in Gen Alpha [those born between 2010 and 2024], and we've done that through different initiatives, inclusive of our collaboration and partnership on Roblox, which was started in 2019. And our customer is expressive. They're value driven, they're digitally fluent, and our entire brand is really designed to reflect their pace, their priorities and the platforms that they enjoy cocreating on. WWD: They're also very fickle. How do you manage to keep up and make sure that you're on the same wavelength? B.O.: The most important strategy is co-creation. We cocreate alongside our consumer and our community. With the launch of our PacSun Collective, we're very focused on active listening on social media. We build feedback loops into everything we do. We explore and test with frequency. And we really allow the customer to lean in and lead. This has been a key to us generating true authenticity with the customer. I also think that by having a very broad network of voices in our co-creation and brand storytelling. The diversity of voices also gives us a very authentic point of view, which is more unique to PacSun. And then I would say the other thing with the fickle young consumer is that the brand really shows up in the most authentic way. We look at the opportunity to engage with our customer across all of the platforms and get all of that feedback as an asset and an opportunity. And I think that's a key point of differentiation. WWD: How does the PacSun Collective work? Do they codesign or just give feedback? B.O.: Over 17 years ago we started a style leader group, which brought consumers into our ecosystem, giving feedback on design, marketing and branding very early on. The majority of those people ended up working for us full time, whether social media or design and marketing. It actually became a very unique funnel for future employees, but now we have a much broader network. First, I would want to mention that our field and store associates are the best way for us to get constant consumer feedback. Second is our social channels and true social listening — having dialogue, getting back to every comment, being very intentional about what that loop looks like. And then about every other month, the teams travel across the U.S. and host real trend groups who will come in and speak to a specific area that we're trying to look at, or even a shift that we're proposing to make on the app or the website. So there are constant touch points, bringing in teams that we think are leading in the style space and making sure that we're in lockstep with them as we evolve the brand across kind of all facets. WWD: You work with Jerry Lorenzo of Fear of God. What's his role? B.O.: We were introduced to Jerry Lorenzo 12 years ago as part of our partnership working with Kanye [West] and Virgil Abloh and Matthew Williamson when we were bringing streetwear into our mix. We worked together to be one of the first places that he launched his Essentials line over a decade ago. So we have a long-standing relationship with Jerry. He is highly involved in building both his Fear of God brand and the Essentials brand. Essentials plays into our fashion pillar, and has been a very important part of our mix. So it's a long-standing relationship, and we will continue to build and evolve alongside Jerry and his vision for both Essentials and Fear of God. WWD: You've mentioned collaborations. How do you choose your partners? B.O.: The first thing we look at is that there has to be a genuine interest in reaching the PacSun community and being a part of our ecosystem. Some examples were A$AP Rocky who, when we were in discussions with him, had this incredibly strong nostalgia. He tells this beautiful story of PacSun being his favorite mall-based friend, and wanting to bring affordable clothing and his vision to this whole new set of youth consumers. There has to be a real, genuine tie-back for it to be legitimate and authentic to the consumer. We look at our four pillars, and we try to bring them to life under the lens of culture. WWD: What have been some of your most successful collaborations? B.O.: Although it is highly recognized today as a huge pivot and important piece, I would say our team is very good at recognizing these early so almost four years ago, they started talking to the F1 teams, and we had our first drop. More than three years ago, we had shops race-side in Austin, in Miami, where we show up with more affordable price points in fashion meeting sport through a very unique lens, which is something very few of our competitors are doing. And as a second example, in Las Vegas for ComplexCon, we launched the Yohji Yamamoto Wild Side Formula One/PacSun exclusive. So we took high fashion, merged it with sport through the Formula 1 lens, exclusive to PacSun at a price point that a Yohji Yamamoto fan had never seen before. And if they weren't a fan of Yohji Yamamoto, they were able to understand and access a new style. We always seek to do things that really bring something different to the mix. WWD: What about your partnership with the Met? B.O.: With the Metropolitan Museum of Art, they actually came to us because one of the areas they wanted to further explore is how art can play a more critical role in the lives of Gen Z and Gen Alpha. And how do we get these audiences to come back to museums and connect with art in different ways? I think they recognized an opportunity, which we embraced, and we have done different drops with different collections inside of their museum. We've done a very successful event one or two times where we brought creators in and had live musical performances inside the Met. It's phenomenal to see the consistent response. I think it's a very interesting opportunity for all of us to lean in and understand how the behavioral shifts and desires of Gen Z and Gen Alpha have evolved, and therefore how we need to approach collaborations and projects like this differently. So that's been very, very successful. In music, one of the key partners is the Gov Ball coming up in New York in June. We will have a continued push as it relates to music and sport. We also try to make sure that every single sports partnership has a philanthropy backbone. So, for example, with the Los Angeles Rams, we've donated $5 million in clean clothing to help fight absenteeism in the inner-city Inglewood school districts. WWD: Who you do view as your competition? B.O.: We try not to think about specific competitors and recognize that we are competing in total for Gen Z's attention — from luxury to streetwear to creator-led brands. The most important thing is to have an entirely unique point of view and an authentic connection with the consumer. I think the things that set us apart are a very clear purpose, cultural relevance and a strong community connection. WWD: So what's next for PacSun? Is it more stores, different product categories? B.O.: We're expanding in multiple directions, and international growth is an important pillar. We see PacSun as a California-based brand with four pillars that are incredibly coveted and a business that has tremendous global potential. Our first international store openings will be in the Middle East, in Dubai, later this year, in both [the third and fourth quarter]. We're also looking into opening new stores in the U.S., in malls and street locations, and then really looking at deeper creator-led partnerships. And we're building out a community hub that I can't share too much about now, that will really be at the forefront of social commerce and authentic community connection. WWD: Let's talk about you. Do you have a mentor? And what have you learned from him or her? B.O.: I have the point of view that I think you can learn from so many people. I learn from my team every day. I learn from the people that are working in the stores as our brand ambassadors on the front line of the connection with our consumer. And I learned from a lot of industry leaders. I would say a few industry leaders that have really shaped my perspective on purpose-led leadership include John Mackey from Whole Foods. I attended a conscious capitalism summit a couple years back, and [was impressed with] some of the things that both Whole Foods and Trader Joe's have done to really be focused on community engagement and give back. I've been very formative in shaping my approach to how I wanted to shift PacSun under my leadership the last two years as CEO. And a lot of our initiatives have come out of some of those discussions with Doug Raush from Trader Joe's and John Mackey from Whole Foods. But I really go back to three principles that were instilled in me from an early age. Both my mother and father were public school teachers, and my father taught me my three guiding principles: truth, help someone and trust your instinct. Those have really been a guiding light for me. WWD: How do you define your management style? B.O.: I would say purpose-led. I like to empower my team. Most of the leaders who work beside me have been a part of our team for 15 years plus. And I make space for risk taking. I believe in truth, collaboration and consistency. And the question I always challenge myself with is: If PacSun were to disappear tomorrow, where would the customer go? And would they care? Brand love is so incredibly important. It's easy to talk about and very difficult to create. And I think that building that strong emotional connection with the consumer, brand affinity and the true value and power of co-creation are incredibly important to our brand longevity and delivering on our brand purpose. WWD: What do you like to do for fun when you're not working? B.O.: I have two kids, ages 10 and 12, and I love spending time with them. That is my greatest joy, and those are the moments that keep me grounded. And I'm a big believer in getting outside. It's where I clear my head and reconnect. Some of my favorite memories growing up are visiting our national parks in the U.S., and I love passing that along to my children alongside their grandparents. A nature reset fuels both my creativity and my leadership. 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 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
Yahoo
09-05-2025
- Business
- Yahoo
'Pinterest is where Gen Z goes to shop,' says platform's CEO
"Pinterest is where Gen Z goes to shop," CEO Bill Ready said on Pinterest's Q1 earnings call. Gen Z has been "raised on an internet of visual content" and likes to search visually, he added. Pinterest reported that revenue rose 16% in Q1, sending stock up as much as 18% after hours. Millennials had the mall. Gen Z has Pinterest. On its first-quarter earnings call on Thursday, Pinterest's CEO, Bill Ready, said Gen Z users are engaging heavily with the image-sharing platform. Gen Z are those who were born between 1996 and 2010. "We've made Pinterest a destination for our users, particularly a shopping destination," Ready said on the call. "Pinterest is where Gen Z goes to shop." Ready said that a key driver of Pinterest's success is its ability to connect users to products and aesthetics "they may not have the words to describe." "This is especially relevant for Gen Z, our largest and fastest-growing user cohort, who have been raised on an internet of visual content," and like to search visually, the CEO said. Pinterest execs also touted Gen Z in examples of how advertisers are finding value on their platform. Chief financial officer Julia Donnelly said advertisers valued Pinterest's insights into consumer behaviour, especially for Gen Z users who are making "significant" decisions such as selecting insurance or a credit card for the first time. The CEO highlighted PacSun, a clothing brand he said was popular with Gen Z, and said the retailer saw a higher return on ad spending with new Pinterest features. The company's first-quarter revenue grew 16% to $855 million compared to the same period last year. Monthly average users, an important metric for media companies, grew 10% year-on-year. AI also played a role in the company's strong quarter. Ready said Pinterest has been using AI to personalize user experience and to improve the platform's visual search capabilities. "It also makes us a highly valuable partner to advertisers that are looking for early signals on how consumer trends may be shifting before it shows up in traditional purchasing data," he said of AI. Pinterest stock jumped as much as 18% after-hours on Thursday on the heels of encouraging second-quarter guidance. Pinterest, which is most popular for searching travel, style, and home decor ideas, saw a slowdown in user growth post-pandemic. It has since rebounded due to increased focus on shoppability and engagement from Gen Z users. Gen Z, most of whom are in their 20s, has a reputation for taking their life and careers slow. Some research shows members of this generation are not drinking, driving, working, or taking risks as much as other age groups did at their age. In addition to Pinterest, Gen Z is being credited for the revival of the image-blogging platform Tumblr, which reported that 50% of its active monthly users in 2025 are Gen Zers. When it comes to their shopping habits, Gen Z is often associated with "underconsumption core," a trend that's all about buying less and rejecting influencer marketing. Pinterest did not immediately respond to a request for comment from BI. Read the original article on Business Insider
Business Insider
09-05-2025
- Business
- Business Insider
'Pinterest is where Gen Z goes to shop,' says platform's CEO
"Pinterest is where Gen Z goes to shop," CEO Bill Ready said on Pinterest's Q1 earnings call. Gen Z has been "raised on an internet of visual content" and likes to search visually, he added. Pinterest reported that revenue rose 16% in Q1, sending stock up as much as 18% after hours. On its first-quarter earnings call on Thursday, Pinterest's CEO, Bill Ready, said Gen Z users are engaging heavilywith the image-sharing platform. Gen Z are those who were born between 1996 and 2010. "We've made Pinterest a destination for our users, particularly a shopping destination," Ready said on the call. "Pinterest is where Gen Z goes to shop." Ready said that a key driver of Pinterest's success is its ability to connect users to products and aesthetics "they may not have the words to describe." "This is especially relevant for Gen Z, our largest and fastest-growing user cohort, who have been raised on an internet of visual content," and like to search visually, the CEO said. Pinterest execs also touted Gen Z in examples of how advertisers are finding value on their platform. Chief financial officer Julia Donnelly said advertisers valued Pinterest's insights into consumer behaviour, especially for Gen Z users who are making "significant" decisions such as selecting insurance or a credit card for the first time. The CEO highlighted PacSun, a clothing brand he said was popular with Gen Z, and said the retailer saw a higher return on ad spending with new Pinterest features. The company's first-quarter revenue grew 16% to $855 million compared to the same period last year. Monthly average users, an important metric for media companies, grew 10% year-on-year. AI also played a role in the company's strong quarter. Ready said Pinterest has been using AI to personalize user experience and to improve the platform's visual search capabilities. "It also makes us a highly valuable partner to advertisers that are looking for early signals on how consumer trends may be shifting before it shows up in traditional purchasing data," he said of AI. Pinterest stock jumped as much as 18% after-hours on Thursday on the heels of encouraging second-quarter guidance. Pinterest, which is most popular for searching travel, style, and home decor ideas, saw a slowdown in user growth post-pandemic. It has since rebounded due to increased focus on shoppability and engagement from Gen Z users. Gen Z, most of whom are in their 20s, has a reputation for taking their life and careers slow. Some research shows members of this generation are not drinking, driving, working, or taking risks as much as other age groups did at their age. In addition toPinterest, Gen Z is being credited for the revival of the image-blogging platform Tumblr, which reported that 50% of its active monthly users in 2025 are Gen Zers.
