FT : Isabel Marant: ‘The cool girl attitude is about breaking codes’

Isabel Marant: ‘The cool girl attitude is about breaking codes’
The French designer on the enduring appeal of her free-spirited boho aesthetic

On a warm summer’s day in Paris, designer Isabel Marant is in her studio talking about a recent adventure in vintage shopping. She found a pair of silver and gold sandals in a store that she deemed “a bit disco, super nice”. On taking them to the till however, she spotted the label: Isabel Marant. “I was like ‘no way!’ I totally forgot I had designed them,” she says, laughing. “Of course I didn’t buy them.’”

When it’s been 31 years since you founded your eponymous brand, you can be forgiven for forgetting one pair of sandals. But the anecdote shows the lasting appeal of the French designer’s boyish bohemian aesthetic. Recently that look — and some of her greatest hits such as her 2009 Bekett wedge trainers — have been picked up by a new generation.

Seated at a round table under a giant disco ball, surrounded by rails of lacy white cotton and faded blue denim garments for next year, Marant is trying to simultaneously eat a salad, drink a coffee and discuss this new wave of fans and hashtags such as #isabelmarantgirls. “It’s very funny, I haven’t seen the years passing and suddenly wow, I’m nearly 60 [she’s 58]. I launched the sneakers years ago. But it makes sense because fashion is a repetition.”

The original Beketts, a basketball style with a concealed wedge, were worn by everyone from Gisele Bündchen to Beyoncé in her 2011 Love on Top video — until its credibility was dented by the cumbersome copies that it spawned. Now though, 16 years since it was launched the Bekett is having a resurgence, selling well alongside a 2022 update, the Balksee. Meanwhile so-called Marant core looks such as cowboy boots with white cotton dresses or skirts have been as ubiquitous as spicy margs this summer.

Someone who works for a fashion school in New York recently told her that “all the students are totally obsessed with Isabel Marant”. Why? Because she doesn’t dye her hair or wear much make-up and gives off a sense of liberation that’s missing in modern culture. Her brand is associated with two returning pop culture moments: mid-2000s boho, with its hippie blouses and gladiator sandals, and indie sleaze, a retroactive term applied to the late 2000s aesthetic marked by skinny jeans and messy eyeliner. They were less self-conscious times, when social media was in its infancy and fashion felt more free.

Having helped create the look of these eras, Marant is in the process of reshaping her own role within the brand, and enjoying more professional freedom. She’s stepped back from designing the collections, and over the past two years colleague Kim Bekker has taken on the role. “We didn’t really want to make an announcement on it because I wanted it to be a non-event,” Marant explains.

“Kim knows the language of Isabel Marant perfectly. That’s why I chose her to succeed me. It’s been a while that I’ve been trying to push Kim forward because I always thought that I am not going to work like crazy all my life.”

Clearly, Marant values her private life with her husband, designer Jérôme Dreyfuss, and their son, as well as their time spent in an off-the-grid cabin in Fontainebleau where they can be quite “hippy and bohemian”: gardening, making ceramics, playing cards. 

In an industry where work-life balance is often elusive, Marant adds, “this decision that I took released me from a huge stress that was kind of drowning me and drying my creativity. I had to breathe and have it a little bit lighter and more joyful.”

In 2016 Marant sold a 51 per cent stake in the business to Montefiore Investment, and in 2023 chief executive Anouck Duranteau-Loeper said the brand had a plan to hit €500mn in sales within four years. When Duranteau-Loeper and I chat briefly in her office in the studio, she says that it’s still a goal, but the timing will have changed due to issues such as the luxury slowdown, and a decline in wholesalers. 

There have been reports in the press about lower sales and other financial problems. She acknowledges a significant drop in sales from 2023 to 2024 but says annual revenue is currently above €200mn thanks to “a very strong traction of our DTC channels with high double-digit growth since the fourth quarter of 2024, and the EBITDA remains strong.” 

Duranteau-Loeper adds that she believes the brand’s advantages are its contemporary price point, because “the super-luxury brands have left us a sweet spot on the market”, and “authenticity in the way we conduct the business . . . not shifting from one trend to the other, and remaining who we are and what we do. Isabel is very cautious about that, as you can imagine.”

Part of Marant’s new role is ensuring this core vibe reverberates throughout the brand, along with overseeing “the design of the shops, the merchandising and working a lot on the image side with Emmanuelle Alt on the pictures, on our website, on Instagram,” she says.

Marant and Alt collaborated from about 2008 until 2011, when Alt was named editor of French Vogue. The pair became a formidable duo, helping to spark a global fascination with the sharp silhouettes and pared-back polish of French fashion — skinny jeans, stilettos and tailored blazers included. Alt brought “a twist, a sexy attitude that’s not vulgar or too much”, Marant recalls.

Fusing different aesthetics is at the heart of the Isabel Marant look, an energetic alchemy that might combine disco, vintage, athleisure, ’80s, masculine tailoring and global craft. “This mix-and-match brings an attitude that is very specific to us,” she explains. “You can have a very sexy tiny dress, but we put it with a men’s jacket. The ‘cool girl’ attitude is about breaking codes, there is always something that could be wrong for others that makes the silhouette cool for us.” 

Tanned, silver-haired and wearing an old navy sweatshirt, aviator glasses and layers of gold necklaces, Marant exudes undone cool, and when she changes into a man’s suede shirt for our photo shoot she proves her own point about mixing masculine and feminine. Can she unravel the age-old enigma of what this French je ne sais quoi is? “We have this attitude, smoking cigarettes, drinking wine and looking like we don’t care . . . but also we are of the revolution, so we have this f*ck it for today and we’ll see tomorrow. We have this spirit.”

The autumn/winter 2025 collection evokes an indie sleaze city girl rather than the breezy global nomad we often see from Isabel Marant in summer. Oversized blazers are worn as dresses, while deconstructed lace mini dresses and tartan mini skirts are paired with lace tights and fishnets for some ’80s cocktail party sass.

Marant says she developed a distinctive look for herself early on in life, realising later it was probably a response to her brother, whom she thought was better looking and got more attention as a result. (She is quick to add that she loved her brother and didn’t resent him for this.) She also borrowed ideas from her father’s wardrobe, going to school in his cashmere sweaters worn as dresses, classic Harris tweed jackets and paisley robes from Bloomingdale’s.

She became enamoured of the textiles and jewellery she encountered on her travels to Africa, India and America. They have informed both her personal style and her brand’s — though use for the latter has sometimes drawn accusations of cultural appropriation. In 2020 she apologised after a cape appeared to use a pattern unique to the Purepecha community in Mexico.

“It’s tricky,” Marant says of global communities whose patterns have long influenced one another but “who don’t make money” from them when brands like hers can generate real turnover using the same designs. She tries to work with communities she is inspired by, but meeting delivery deadlines can be difficult. Facilitating those collaborations is one of her new projects.

So how does she feel about the return of more maximal fashion after threeish years of the stealth-wealth minimalism known as “quiet luxury”? Only just stopping short of rolling her eyes, she says, “‘Quiet luxury’ was really just a way for a lot of designers to breeze, and make something really simple. Some brands have it in their DNA but it’s really very boring when everybody starts to do it.” 

For Marant, “fashion is there to bring some dreams, some energy, some joy.”

FT : Hedge fund Man Group’s tightening of non-compete terms prompts pushback

Hedge fund Man Group’s tightening of non-compete terms prompts pushback
Move comes as FTSE 250 company battles to retain talent and combat a falling share price

Man Group has pressed employees to sign stricter non-compete agreements sparking internal resistance, as the company contends with a run of poor performance and a fierce industry-wide battle for top talent.

In February, investment staff at the world’s largest listed hedge fund group were told to sign agreements that would extend the length of time they would have to wait before joining a competitor after leaving the firm, three people familiar with the matter told the Financial Times.

Two of the people said that management received pushback over the move, while a third person said the move had prompted some staff to explore options at rival firms.

“The firm’s decision to expand non-compete agreements earlier this year was restrictive to certain investment teams and consistent with industry standards amid an increasingly competitive talent landscape,” said Emma Holden, chief people officer at Man Group.

The length and restrictiveness of non-compete agreements vary across hedge funds and depend on role and seniority. At top hedge funds, portfolio managers may have to sit out of the market for as long as 18 months to two years, while an analyst might have to wait a year.

The biggest hedge funds have been embroiled in a fierce war for talent with portfolio managers and top analysts receiving multimillion dollar signing bonuses and high profit shares.

Many hedge funds have been deferring a proportion of traders’ earnings and extending non-compete clauses to try to prevent staff from leaving for competitors.

Longer non-compete terms were “definitely one of the results [of] this so-called war for talent”, said a business development executive at a top US hedge fund. “It’s harder to find good people so you do everything you can to keep them.”

London-listed Man, which manages $193bn in investor capital and has 1,700 employees, is one of the world’s best known hedge fund brands, investing across a wide variety of strategies and assets. It is best known for its quantitative hedge fund unit AHL, which makes money by betting on market trends using computers and vast amounts of market data.

The FTSE 250 company, led by chief executive Robyn Grew, takes pride in an open, academic culture that encourages collaboration and the discussion of complex ideas. Its executives have also touted the benefits of flexible working, a fact that is seen internally as a competitive advantage compared to many other top hedge funds which demand daily office attendance.

But one of the people familiar with the matter highlighted the discrepancy between what he saw as the firm’s supportive work culture with the desire to prevent employees from leaving by tightening legal agreements.

Man Group’s share price has fallen 30 per cent over the past 12 months as the computer-driven strategies it is best known for have struggled to perform amid a trade war initiated by US President Donald Trump.

Earlier this year, 150 London-based quants at the company were told to come into the office five days a week for an “all hands on deck’ cross-team research project”. The diktat applied between May and the end of July.

FT : The glamorous but tough industry of luxury hotel uniforms

The glamorous but tough industry of luxury hotel uniforms
UK design studios that produce bespoke clothing for grand hotels face complex demands

New Yorkers who visit the Peacock Alley cocktail bar in the Waldorf Astoria hotel are now served in the evenings by men in peacock blue velvet suits and women in floor-length sequin gowns. Produced by a small design studio in Shoreditch, east London, these are not ordinary hotel uniforms.

A luxury hotel with rooms starting at $1,500 a night, which has reopened after a $2bn restoration taking eight years, cannot afford to neglect its clothing. The Waldorf Astoria New York has polished up everything from Cole Porter’s lobby piano to a clock commissioned by Queen Victoria. Its staff must also look the part.

The man responsible for the Peacock Alley garb, along with Prince of Wales check three-piece suits worn by other staff, is Nicholas Oakwell, a former milliner who has helped to lead the transformation of staff uniforms in global luxury hotels from Dubai to Singapore. Where they once used off-the-peg clothing, many hotel brands now boast bespoke sets of designs.

Luxury uniform design is a little-known apparel niche, somewhere between the originality and expressiveness of fashion and the fast-paced demands of the hospitality business. “They say, ‘Nicholas, the hoop is there’ and I jump,” Oakwell says of NO Uniform, the studio he founded 23 years ago with a £250,000 order from London’s Great Eastern (now Andaz) hotel.


The Waldorf Astoria is Oakwell’s first New York commission but his clothing can be seen from the Rosewood Hotel in London to the Raffles Doha and the Jumeirah Carlton Tower. He has plenty of competition: the UK has a cluster of travel and leisure uniform studios, from Studio 104 to Fashionizer and Jalin Design, which work there and abroad.

The international nature of London and its history of grand hotels such as the Savoy and the Connaught have helped them gain work globally. So has the mobility of many hotel managers: Luigi Romaniello, managing director of the Waldorf Astoria New York, knew Oakwell’s work from having run the Rosewood Abu Dhabi.

The bespoke uniform business has grown in the past two decades as an emphasis on design has spread from a few boutique hotels, such as The Royalton in New York, to many luxury hotel chains. Mid-market groups such as Hilton Hotels, which operates the Waldorf Astoria New York, have also pushed into luxury.

This has increased the number of five-star hotels that are willing to pay the typical cost for an opening of about £1,500 per head to clothe everyone from porters to waiters and receptionists in bespoke uniforms. “They want the staff to look good and to be part of the story they are creating,” says Jane Porter, founder of Studio 104.

But uniform design is a demanding business. The top line sounds good, with some contracts worth £500,000, plus longer-term sales from replacing worn-out clothing, but it includes a lot of work. Studios cover everything from designs to pattern-making, arranging production, and staff fittings before hotel openings (known as “installation”).

One hotel can have a huge range of staff uniforms: NO Uniform produced 120 styles for a Gulf hotel. This is multiplied by all the body sizes, so a studio may produce more than 500 patterns. There is some guesswork in predicting how many of each will be needed for staff who get hired later.

Uniforms must simultaneously look good, be comfortable enough for staff to wear for long shifts and be long-lasting. A pure wool suit is breathable but is also likely to wear quickly: each member of staff is allocated two or three sets of clothes to cover the cycle of laundering.

They also have to last aesthetically. The initial design costs are so high that owners want to avoid changing them: a hotel will often keep its uniform for more than a decade. Most will combine a classic look with a fashion flourish: “They want to see the old pomp and ceremony, up to a point,” Oakwell says of the under-40s customers now patronising grand hotels.

The broad range of demands, along with increasing competition, means that studios have reached beyond hotels. Jalin Design also makes film and television costumes, while Oakwell has produced uniforms for wealthy Gulf households and crews of superyachts. Porter of Studio 104 hopes to expand further into airline uniforms, having already made private jet crew clothing.

Airlines place larger orders with fewer variations, while hotels are “incredibly demanding”, Porter says. What used to be a design studio niche has become a tougher industry.

FT : BHP demands answers over hedge fund’s role in law firm behind £36bn claim

FT : BHP demands answers over hedge fund’s role in law firm behind £36bn claim
Mining company says backer of Brazil dam class action suit appears to be controlling the claimant law firm

BHP has demanded to know who is in charge of a £36bn lawsuit against it after the chief executive of the law firm bringing the case was pushed out by the US hedge fund backing the claim.

The mining company is defending itself against a class action brought by litigation firm Pogust Goodhead, backed by Gramercy Funds Management, on behalf of about 640,000 victims of the 2015 Mariana dam collapse in Brazil, one of the country’s worst environmental disasters.

BHP’s lawyers have written to Pogust Goodhead following a clash between the claimant firm and its main backer, saying in a letter seen by the Financial Times that it “appears that your firm may now be owned, controlled and in substance managed by Gramercy”.

The letter from Slaughter and May comes after Pogust Goodhead’s co-founder, Tom Goodhead, was removed as chief executive by Gramercy this month, according to people familiar with the matter, in a rift that has thrown into doubt the future of one of England’s biggest legal actions.

Slaughter and May has called on Pogust Goodhead to clarify what role the funder will play in the “ongoing conduct, control” and “management” of the blockbuster claim, adding Gramercy appeared to “have the power to” remove and appoint the firm's senior executives.

Gramercy has denied it “owns, controls, or manages” the firm.

The letter is BHP’s move to go on the offensive as both sides await an imminent ruling in the landmark litigation. BHP and Brazilian miner Vale offered $1.4bn to settle the case in June but Pogust Goodhead was holding out for a higher sum of about $3bn, the FT previously reported.

Slaughter and May has requested answers to questions about Pogust Goodhead’s governance by Wednesday and has also demanded to know whether the firm is in a financial position to continue the claim.

Its letter said Goodhead’s removal suggested “that there is not only significant discord and upheaval within your firm and between your firm and its funders, but there might be serious issues with your firm’s financial position and ability to continue as a going concern”.

Pogust Goodhead announced on Saturday — three days after the letter — that it had secured fresh funding from Gramercy, which has already put up at least £450mn to finance the claim. Gramercy on Monday said the new credit facility was $65mn.

Questions were previously raised about Pogust Goodhead’s accounts after its auditors flagged a “material uncertainty” over its ability to continue as a going concern in overdue 2022 financial statements published earlier this year. Goodhead said at the time, when he was leading the firm, that the business had the “unequivocal backing” of its lenders.

Goodhead was ousted following rising tensions with Gramercy over the next round of funding, as well as disagreements over corporate governance, said people familiar with the matter.

The hedge fund exercised a right under its loan that resulted in Goodhead’s shares in the law firm being handed to Huw Dolphin, a lawyer and turnaround consultant, and a new board being installed, the people said. Slaughter and May said “three of the four directors appear to be Gramercy appointees” and noted two of Pogust Goodhead’s new directors seemed to have links to the hedge fund.

An internal Pogust Goodhead memo earlier in August said Goodhead was “on leave” and was still a member of the board. It added chief operating officer Alicia Alinia had taken over as interim CEO.

Gramercy said it “denies the allegation that it owns, controls, or manages Pogust Goodhead”. Dolphin was the legal owner of shares in Pogust Goodhead and that the law firm was “managed by an independent board” appointed by him, the fund added. 

Gramercy also said the new board made it “stronger than ever and we plan to financially stand behind the firm”.

Alinia said: “We will not be distracted by those seeking to discredit our fight for justice on behalf of our clients. Crucially, we remain fully independent, with complete control over the strategy and direction of every case.”

She added: “Our renewed focus on governance ensures that the firm is equipped with the leadership and oversight necessary to safeguard the best interests of our people and our clients.”

BHP, Slaughter and May and Vale declined to comment. Goodhead did not immediately respond to a request for comment.

>>> US After Hours Summary: PANW +5.2% higher on earnings, also founder retires;

After Hours Summary: PANW +5.2% higher on earnings, also founder retires; FN -8.4%, XP -2.3% lower on earnings; CXW +1.6% and ALG +0.1% name new CEOs

After Hours Gainers:

Companies trading higher in after hours in reaction to earnings/guidance: FLXS +18.1%, PANW +5.2% (also founder, CTO Nir Zuk retires)

Companies trading higher in after hours in reaction to news: LIDR +16.9% (signs strategic cooperation agreement with Black Sesame), IOVA +8% (Amtagvi receives Health Canada approval for advanced melanoma), SEG +8% (to sell mixed-use development project for $150.5 mln), MD +2.1% (authorizes new $250 mln share repurchase program), RGNX +2% (FDA extends review timeline of BLA for RGX-121), CXW +1.6% (names new CEO), RKLB +0.8% (scheduled to launch its next dedicated mission on Electron this weekend), CRM +0.4% (to acquire Regrello), OLO +0.2% (FTC grants early termination of HSR waiting period), ARM +0.2% (hires Amazon AI chip director to strengthen internal chip push, according to Reuters), DDD +0.2% (CFO to step down), ALG +0.1% (names new CEO)

After Hours Losers:

Companies trading lower in after hours in reaction to earnings/guidance: FN -8.4%, AGRO -6.1%, XP -2.3%

Companies trading lower in after hours in reaction to news: EVH -4% ($140 mln convertible notes offering, also $40 mln concurrent share repurchase), EAF -2% (1-for-10 reverse stock split), ORIC -1.9% (names CTO), LVWR -1.3% (files for $100 mln mixed securities shelf offering), TE -1% (reassessed its presentation of amortization on certain contracts), TATT -0.3% (contract win), VALE -0.1% (gives update on dam)

>>> Palo Alto Networks beats by $0.06, beats on revs; guides Q1 EPS above conse

Palo Alto Networks beats by $0.06, beats on revs; guides Q1 EPS above consensus, revs above consensus; guides FY26 EPS above consensus, revs above consensus (176.17 -0.92)
  • Reports Q4 (Jul) earnings of $0.95 per share, excluding non-recurring items, $0.06 better than the FactSet Consensus of $0.89; revenues rose 15.8% year/year to $2.54 bln vs the $2.5 bln FactSet Consensus.
    • Next-Generation Security ARR grew 32% yr/yr to $5.60 bln vs $5.52-5.57 bln prior guidance.
    • RPO grew 24% yr/yr to $15.8 bln vs $15.2-15.3 bln prior guidance.
  • Co issues upside guidance for Q1 (Oct), sees EPS of $0.88-0.90, excluding non-recurring items, vs. $0.85 FactSet Consensus; sees Q1 revs of $2.45-2.47 bln vs. $2.43 bln FactSet Consensus.
    • Co guides to Q1 Next-Generation Security ARR of $5.82-5.84 bn (+29%).
    • Co guides to Q1 RPO of $15.4-15.5 bln (+23%).
  • Co issues upside guidance for FY26, sees EPS of $3.75-3.85, excluding non-recurring items, vs. $3.67 FactSet Consensus; sees FY26 revs of $10.475-10.525 bln vs. $10.42 bln FactSet Consensus.
    • Co guides to FY26 Next-Generation Security ARR of $7.00-7.10 bn (+26-27%).
      Co guides to FY26 RPO of $18.6-18.7 bln (+17-18%).

Wired : Apple Finally Destroyed Steve Jobs’ Vision of the iPad. Good

Apple Finally Destroyed Steve Jobs’ Vision of the iPad. Good
Cupertino has done the thing it swore it never would: turn its tablet into a full-blown window-wrangling, compromise-abandoning computer. Yes, it’s better, but lurking deep in the settings the ghost of Jobs remains.

For years, Apple treated the idea of windows on the iPad as sacrilege. But with iPadOS 26 installed, today’s iPads are doing macOS cosplay, becoming touchscreen Macs in all but name. And here’s the thing: It’s actually pretty good. So how did we get here? When did this fundamental shift occur that killed off Steve Jobs’ vision of the iPad?

When Jobs first revealed the iPad in 2010, it was pitched as a “third category” of device—something between a phone and a laptop. For that category to justify its existence, Jobs said it had to be better at certain key tasks. He duly listed browsing the web, dealing with email, watching videos, listening to music, playing games, reading ebooks, and enjoying photos. Coincidentally, those were the exact things the iPad was really good at.

Playing up the distinct nature of a tablet experience, the original demo found Jobs using his iPad not at a desk but while relaxing in a chair. “Using this thing is remarkable,” he said of the iPad. “It’s so much more intimate than a laptop, and so much more capable than a smartphone with its gorgeous large display. Holding the internet in your hands is an incredible experience.” Assuming, of course, you didn’t want to do much more than read.

This, then, was a device that was focused. Elegant. Simple. Better than a phone or a laptop for lean-back media consumption. But even during that demo, there were hints of the tension that was to come.

A Brush With the Future
Brushes creator Steve Sprang appeared on stage and suggested the iPad could move beyond the consumption-first narrative: “Artists have already done amazing things with the iPhone, and I think with this larger screen they’re going to have a true portable paint studio.” And Apple itself introduced touch-optimized—if noticeably simplified—versions of its iWork office suite.

The problems came when you started using these apps. Sprang’s was fun. It looked gorgeous. The bigger canvas offered room to play. But artists were pining for input options beyond their own digits. That didn’t align with Jobs’ scornful comment about other tablet makers: “If you see a stylus, they blew it.”

And iWork? You could quickly sketch out the bones of a document or presentation while sitting on the sofa, then send it to your Mac to finish. But trying to be meaningfully productive solely on the iPad was a chore. In attempting to simplify computing and pare things back, Apple had cut things to the bone. Interaction was opinionated to a fault. And the lack of a system-wide file manager—a Finder for iPad—meant files were siloed in apps, duplicated as you moved between them, and impossible to track.

Perhaps Apple underestimated how quickly users would demand more from the iPad than basic tasks and media consumption, or how frustrating it would be to not have access to computing norms like traditional multitasking or a file system exposed to the user. Apple soon found out. The iPad sold incredibly well—at first. But its position between two existing extremes began to unravel. Not to the point it became a flop. But the initial meteoric sales trajectory plateaued and went into decline. As Apple scrambled, experimenting to boost flagging sales, the focused iPad vision started to fade.

Apple’s Awkward Middle Child
The problem was that the iPad sat between two existing critical device categories but couldn’t replace either of them. Smartphones were becoming indispensable. The iPad? A nice-to-have. And Apple’s laudable build quality meant iPads lasted for years. Most people rarely felt compelled to upgrade, because their first iPad still did everything they needed it to, which often wasn’t much.

But a noisy cohort—people who wanted to work on an iPad and who might favor a tablet over a laptop—grew frustrated. The iPad gained a reputation. It was sometimes great for doing one thing at a time. Useful when you wanted to focus. But when you needed more, it all fell apart.

Apple responded with the iPad Pro, which brought more horsepower than anyone knew what to do with. The original iPad had debuted at $499, which Jobs argued would get it into many hands. The Pro was priced like a Mac but was still paired with an operating system designed for prodding web pages, flicking through photos, and finger-painting. Alongside it came the Apple Pencil—an Apple stylus. Had Apple therefore “blown it”? Well, no, because the iPad didn’t require a stylus, and it provided an answer for users who needed precision input.

But it was a clear departure from the original vision, which Apple continued to chip away at over the years—a seeming admission that maybe users did want more than a supersized iPhone. Yet the company also held back, reluctant to risk cannibalizing Mac sales. So instead of allowing the iPad to become the device it wanted to be, Apple preferred to smooth the transition between devices, leaving casual and power users alike in a strange limbo.

Between a Mac and a Hard Place
Each year, the iPad strayed further from Jobs’ vision and yet somehow managed to still leave people unsatisfied. Apple added complexity for typical users and kept reinventing the wheel in ways that always left power users wanting more. Focus was replaced by confusion.

Apple insisted the iPad wasn’t a laptop replacement, then shipped a magnetic keyboard that made it look like one. Mouse support was grudgingly added. M1 chips arrived in a blaze of glory to no crushing need, on devices that still couldn’t even optimize second-screen output for external displays.

Then Stage Manager showed up in 2022, a windowing model across iPad and Mac that nobody asked for and almost nobody liked. Clunky. Fiddly. An overdesigned answer to a problem Apple refused to fully grapple with: Why not just make the iPad more like a Mac?

Now, Apple has done the thing it swore it never would. iPadOS 26 turns the iPad into a full-blown multitasking, window-wrangling, traffic-light-button-clicking, external-display-supporting, compromise-abandoning Apple computer. Windows can overlap. The cursor is pointy. There’s even a menu bar. It’s fluid, capable, and familiar. And while it’s not quite a Mac—arguably, it in some ways should be more like one—it’s definitely not a Jobs-era iPad either. It finally abandons the original pitch.

Jobs’ Ghost Still Haunts the iPad
And yet. Buried in iPadOS 26 is a throwback mode: a Full-Screen Apps option that removes modern multitasking to a degree the iPad hasn’t seen in years. No windows. Not even Split View. It’s one app at a time, with all the purity of the original iPad.

Which means the iPad no longer sits between two extremes—instead, you switch between them. The iPad is now two devices in one, the iPad that Steve Jobs imagined and the machine that pros have begged for. A touchscreen consumption slate and a windowed productivity machine. An Apple spork.

So, yes, an iPad running iPadOS 26 may still contain the soul of the original iPad, lurking deep in Settings, waiting to be turned on. But the Jobs dream of a focused, elegant third device category between smartphone and laptop is effectively dead.

Back in 2010, the man himself said: “Do we have what it takes to establish a third category of products, an awesome product in between a laptop and smartphone? The bar is pretty high. It’s gotta be better at doing some key things. We think we’ve done it.” Indeed you did. But it didn’t last. And it’s for the best because, if it had, the iPad itself might not have lasted either.

WWD : Leonard Lauren, a Former Vice President of Ralph Lauren and Ralph Lauren’s

Leonard Lauren, a Former Vice President of Ralph Lauren and Ralph Lauren’s Older Brother, Dies
An engaging and social personality, Lenny Lauren was 93 years old.

Funeral services will be held Tuesday for Leonard Lauren, a former vice president of Ralph Lauren Corp., at 10 a.m. at the Riverside Memorial Chapel at 180 West 76th Street in New York. Lauren, who was the older brother of designer Ralph Lauren, died Aug. 16 at the age of 93.

Born March 4, 1932 in the Bronx, Lauren, who was known as Lenny, attended DeWitt Clinton High School. He was the second oldest of four children, Thelma, Lenny, Jerry and Ralph. After four years of college, Lenny Lauren was drafted into the U.S. Army and became a staffer on the “Stars and Stripes,” honing his photography skills and traveling throughout Europe. When he returned to the U.S., he began his career in packaging and display in the jewelry industry and started a packaging business with his father-in-law., with clients such as Bulova, Seiko, Tiffany and Cartier.

He eventually went to work for his brother Ralph Lauren’s company and had an office there where he worked in the early days of the brand. Born Lenny Lifshitz, he later changed his last name to Lauren, like his brothers.

Lauren served on numerous boards including the National Humane Society, Universal American and the Brae Burn Country Club. He was active with the Albert Einstein College of Medicine and Columbia Presbyterian Hospital, among other causes.

Lauren, who retired from Ralph Lauren, had an engaging and social personality and was a passionate golfer. His friends recalled that they saw him last week at his country club and he was in great spirits. He loved to travel and spent time in Palm Beach, Westchester, N.Y. and visiting his brothers in the Hamptons.

Jean Shafiroff, the philanthropist, author and advocate, posted on Instagram Monday, “Lenny Lauren was a kind and caring man- and always a true gentleman. He was the beloved older brother @ralphlauren. I had the highest respect for him. I send my condolences to his wonderful family. Palm Beach will not be the same without Lenny Lauren.”

Jeffrey Banks, who earlier worked at Ralph Lauren, said Monday, “I loved him. He was such a ‘haimesh-a’ guy. He was full of life, always up and always positive. He always had a bunch ideas for projects he wanted to do.”

Banks said that Lauren worked on licensed products at Ralph Lauren, and helped set up some of the early licensees. While Banks didn’t work with him specifically he said, “I knew him and saw him a lot. He had his own office at 650 Madison Avenue,” said Banks.

Lauren is survived by his children Beth Lauren and her husband Michael Lengel, and Susan Faust and her husband Phillip Faust, along with two grandchildren, Taylor and Brandon Faust. He is also survived by his two brothers, Ralph Lauren and Jerry Lauren. His older sister Thelma predeceased him.