TechCrunch : OpenAI’s Sam Altman says it would be ‘ill-advised’ to go public in

OpenAI’s Sam Altman says it would be ‘ill-advised’ to go public in 2026
While OpenAI has filed confidentially for an IPO, the company will not be going public this year, according to CEO Sam Altman.

Altman was interviewed recently by Fortune editor in chief Alyson Shontell; amidst the fallout from the OpenAI-HuggingFace hack, as well as broader discussions about AI safety, Shontell asked whether OpenAI still feels pressure to “move really fast” due to its IPO plans.

“We’re not rushing into an IPO,” Altman said. “I actually think that given everything happening with safety, right now would be an ill-advised moment to go public.”

Instead, he insisted that OpenAI will go public “when we’re ready, which is when the business is ready, when we feel ready from what the moment is like in society with this technology.” When pressed on whether that means the IPO isn’t happening in 2026, Altman replied, “I would say not 2026, yeah. We’ve got a lot of stuff to do.”

The New York Times reported in June that although OpenAI had hired bankers and lawyers with the goal of going public in the third or fourth quarter of 2026, the company was leaning toward 2027 due to the volatility of tech stocks and its own financial challenges.

The Information : Early Anthropic Investor Seeks VC Glory With Cash and Compute

Early Anthropic Investor Seeks VC Glory With Cash and Compute
Anjney Midha, 34, wants to get chips in the hands of fledgling startups and academics while he bets on a moment in tech that he describes as the ‘revenge of the scientists.’

A few months ago, venture capitalist Anjney Midha received a present from his wife while on a trip to Hawaii: a felt, tan-colored Stetson with his name monogrammed on the side. The hat was meant to cover up a brain sensor Midha has been wearing to gather neurological data for one of the many frontier startups he’s invested in.

But it’s since become a wardrobe staple for him, and Midha seldom leaves home without it. He isn’t shy about its meaning to him and how he sees his standing in Silicon Valley. “There’s a new sheriff in town,” he said, flashing a smile.

That sentiment isn’t just bravado. Midha, 34, a computer scientist by training, has chalked up a string of hits as an investor in recent years. His most notable one is Anthropic. He cut the company an early check in 2021 when it was valued at less than $1 billion, using a substantial portion of his and his wife’s savings. In the company’s approaching IPO, its valuation could extend to as much as $2 trillion.

After Andreessen Horowitz scooped him up and made him a general partner in 2023, he co-led an investment in Mistral AI and led those into Black Forest Labs, a German AI company and Periodic Labs, a startup that is trying to automate scientific discovery. All have seen their on-paper valuations increase at least five times since. He also helped the firmprovide access to more than 20,000 GPUs, which it offered to portfolio companies along with cash in exchange for equity. With Andreessen Horowitz partner Martin Casado, he co-led the firm’s purchase of a 20% stake in OpenRouter, a startup that provides a library of models for developers, at a valuation of about $50 million in 2025. Last month, Stripe agreed to buy the company for $7.5 billion.

Midha has since moved on to running his own venture firm, AMP, which he started earlier this year. AMP has raised $1.3 billion, a large chunk of which he put into Anthropic’s February fundraising round that valued it at $380 billion. His exact plans for AMP are still forming, but he wants it to help AI startups secure compute and cloud services. He has previously described a strategy in which AMP would set up a network resembling an energy grid and then act as an intermediary, matching up AI startups with available compute. Midha said that AMP is incubating a startup that will launch as a national grid of compute in October but declined to give further specifics.

Later this year, Midha plans to launch another venture, the AMP Grid Trust, to further his push to level the playing field for young startups and scientists who want access to in-demand AI servers that would otherwise be hard for them to get.

Midha plans to seed the AMP Grid Trust with some of his proceeds from the Anthropic IPO. He then hopes to raise several billions of dollars more for it.

“I kind of have to lasso everybody up and say, ‘You should be involved with this,’” he said. Profits earned by the trust would then go toward buying more compute, he said, hopefully creating an ever-growing supply.

“I was thinking about, ‘How do you set up the ecosystem for success over the next hundred years at a time that’s going to be very tumultuous due to AI?’” he said. “Many startups are going to try to innovate in scientific pursuits but not be able to access what they need.”

The Grid Trust was partially inspired by the reading Midha has done about industrialists like John Rockefeller and railroad baron Leland Stanford. He admires how those titans were both instrumental in massive infrastructure projects and also setting up endowments and funds that turned into long-standing institutions, like Stanford University.

Midha says he sees himself first as a scientist, whose success has been powered by an understanding of the technical aspects of the AI ecosystem: chips, power and data.

“If you’re technical, and you do the work to understand the technology, you can manufacture returns,” said Midha.

This kind of work makes Midha, who goes by “Anj,” stand out among investors in the Valley, said Liam Fedus, a former OpenAI researcher and co-founder of Periodic Labs. “Anj is very close to the technical details and has been a believer in these technologies for a while. And it definitely shows,” Fedus said.

Ultimately, Midha sees his success as a parable about the changing of the guard in Silicon Valley as a new technological revolution takes off.

“The VCs were addicted to quick hits of junk food,” he said, referring to how the culture of innovation languished at the end of the social media era, with fads like non-fungible tokens that fizzled out. “This is the revenge of the scientists.”

In July, I went to visit Midha at his house in Presidio Heights, a 1937 home built in the style of a French chateau. We sat in the living room looking out through giant bay windows at the Golden Gate Bridge as the fog poured over the hills. Midha proceeded to break down what he says are the city’s five microclimates in detail.

“If you let me go on, I’ll just keep talking about the fog forever,” he said.

He tells me a bit about the boarding school he went to as a child in India, an alternative-minded place located on a 150-acre bird preserve known more for producing artists and poets than technologists. The education prioritized nature, arts and activities like meditation; computer use was limited to one hour a week.

At the school, Midha said he learned how to think for himself and came to respect the ideas espoused by the institution’s founder, spiritual leader Jiddu Krishnamurti, who was skeptical of dogma and leaders who preached absolute truths.

After four years there, Midha received a scholarship to complete his last two years of high school in Singapore. “Those two years were kind of like a finishing school in how to readjust to society,” he recalled.

Midha landed at Stanford in 2011, studying bioinformatics in a joint bachelor’s and master’s degree program. One of his first classes, Computers and the Open Society, taught by AI pioneer Terry Winograd, sparked a lifelong interest in machine learning. He also took CS183B, Peter Thiel’s seminal computer science class on how to start a startup.

After his third year at Stanford, he got an internship at Kleiner Perkins after an introduction to one of its partners: Bing Gordon, former chief creative officer at Electronic Arts. A few months later, the firm offered him a full-time job, and he stayed on at Kleiner instead of returning to Stanford to complete his master’s. In 2015, he helped Kleiner launch its seed fund, then ran it for two years, focusing it on virtual reality, blockchain, drone and digital health startups.

Two years later, Midha left to work on a computer-vision startup, Ubiquity6, that he co-founded with a former Stanford roommate, Ankit Kumar. The company raised about $50 million in two rounds of fundraising from firms including Index Ventures, Kleiner and Benchmark, and it grew to around 70 employees in San Francisco and Toronto. But it never found its footing and Discord acquired it in 2021 for an undisclosed sum, with Midha joining that company as its head of platform ecosystems.

Midha looks back on his first foray as a founder as a failure, rattling off a list of errors to me, including hiring too many people and failing to commercialize the technology more quickly. “I was 25, thought I was hot shit, and I just made every mistake in the book,” he said.

Darian Shirazi, a partner at the VC firm Gradient, one of the major investors in Ubiquity6, had a more charitable take.

“It was always obvious that he would be one of the players in the Valley,” said Shirazi. “If it was founded today, Ubiquity6 would be one of the leading world model companies. Anj was just too early.”

While working on Ubiquity6, Midha developed a community of fellow machine-learning obsessives. On the weekends, he and people like David Holz, the Leap Motion founder who would later start his own buzzy AI startup, Midjourney, and Tom Brown, who was then a top OpenAI researcher, would hang out and play Magic: The Gathering and talk about the Singularity, the idea that AI will reach a point where it exceeds human intelligence.

In late 2020, Brown called Midha and told him that he, Dario Amodei and a handful of other researchers from OpenAI were splintering off to start their own AI lab that would focus more on developing AI with the best safeguards,Midha said. Midha offered to advise them informally on nights and weekends and come aboard as one of the startup’s earliest investors. He began meeting weekly with Brown and Amodei in early 2021 to help the group figure out the nuances of fundraising.

“The homework assignment was, ‘OK, we’re scientists. We want to unleash our impact.…But we’re going to need a lot of compute,” Midha said. “They needed a lot of capital.”

Their initial plan aimed to raise $1 billion over the next few years, a large figure at the time. Anthropic’s earliest plans focused primarily on the automation of coding. In fact, the company’s Plan A was to “responsibly commercialize” AI programming, Midha said.

“Everybody is always like, ‘Oh, the whole coding thing came later. It was an accident,’” said Midha. “Most VCs didn’t get it because they’re just not technical.”

The Anthropic team hoped to raise $500 million initially, Midha said, and he counseled the group on how to pitch investors. Still, 21 out of the 22 VC firms Anthropic’s leaders approached declined to invest at the time, he said.

After getting the cold shoulder on Sand Hill Road, the Anthropic team lowered the fundraising target and moved on to individual investors. Among them was Jaan Tallinn, one of Skype’s founding engineers, who agreed to come aboard with a sizable commitment, Midha said, as well as former Google CEO Eric Schmidt and Facebook co-founder Dustin Moskovitz. Just before Memorial Day in 2021, Anthropic announced it had raised $124 million in a Series A.

In 2023, Midha invested in artificial speech startup ElevenLabs in a round that valued it at about $100 million. (Most recently, ElevenLabs has been valued at $11 billion.)And thenhe launched his first fund, AM Engine, that year, with the AI revolution beginning to take frontier labs from fringe to mainstream.

Over the next few years, Midha continued to advise Anthropic on fundraising. He also kept investing in it. He is still in regular touch with Anthropic leadership as the IPO nears. “I definitely ask them to sleep more every time I see them,” he said.

It has not gone unnoticed to him how Silicon Valley finally began taking Anthropic more seriously in the last 12 months, a trend that began as Claude’s coding capabilities became clear late last year. By February, Midha said he was fielding calls from many of the people who had turned the group down initially, who were suddenly hungry to invest.

“I started getting a lot of calls from people who said, ‘You were right,’” Midha said. “And that’s a moment where you go, ‘I tried. I told you to invest every year for the last four years, and you would not get out of your own way.’”

But for now, Midha still has an underdog’s chip on his shoulder.

“My mission in life is how do you get more researchers and scientists who are pushing the frontier of research to become business leaders globally, without the bankers being like, ‘Oh, we’ve got to replace them with a real CEO,’” he said. “F*ck that. We need to get the bankers out of the room.”

WSJ : Lululemon’s Founder Is Getting Divorced. What It Will Mean for His Fortune

Lululemon’s Founder Is Getting Divorced. What It Will Mean for His Fortune.
Chip Wilson doesn’t have a prenuptial agreement and without one, in Canada, assets are generally split in half

  • Lululemon founder Chip Wilson and wife Shannon are divorcing after nearly 25 years of marriage.
  • The couple doesn’t have a prenuptial agreement, which could put Wilson’s estimated $6 billion fortune at risk.
  • The split could affect Wilson’s leverage over Lululemon, where he is the largest individual investor with an 8.6% stake.

He thought she was the perfect Super Girl. She knew she would marry him the first time they met. For Lululemon LULU 2.16%increase; up pointing triangle founder Chip Wilson and Shannon Gray, the initial attraction was electric.

Now, it’s splitsville. After nearly 25 years of marriage, the couple are divorcing—and there is no prenuptial agreement, according to a person familiar with the situation. That could put at risk Wilson’s fortune, estimated at roughly $6 billion, as well as the leverage he has over the athleisure company he founded.

His holdings include sizable chunks of Lululemon, Amer Sports AS 2.41%increase; up pointing triangle and a real-estate company. Without a prenuptial, assets are generally divided 50-50, according to divorce lawyers in Canada, where the couple lives. The spouses can retain assets they owned at the outset, but any appreciation in those assets over the course of the marriage are typically divided equally.

The breakup throws into question just how much pressure Wilson will be able to apply on Lululemon going forward. He stepped down as chief executive in 2005 and left the board in 2015. But he is the company’s largest individual investor with a roughly 8.6% stake valued at roughly $930 million, and he has been publicly pummeling the company from the sidelines as its sales and stock have nosedived.

Wilson, 71 years old, has never been one to hold his tongue and sometimes his outspokenness has backfired. In 2013, he blamed a problem with see-through pants on customers’ bodies. He required employees to attend self-help seminars and show their athletic prowess by completing grueling hikes. The unconventional management style rubbed some employees the wrong way. But it also created a unique and tightknit culture.

A chunk of his wealth comes from his 17% stake in Amer Sports, the parent company of Arc’teryx, Salomon and Wilson, worth about $2.8 billion. He also co-founded Low Tide Properties, a commercial and residential real-estate company.

It’s unclear how much, if any, of his Lululemon stake he would have to sell.

In high-net worth divorces, parties typically divide assets in the most tax-efficient way possible. In Wilson’s case, that could theoretically involve giving up other assets to avoid selling Lululemon shares and incurring capital-gains taxes, lawyers said. The particulars of Wilson’s divorce, filed with the Supreme Court of British Columbia, are sealed to the public.

Wilson isn’t the only wealthy entrepreneur to divorce without a prenup. Jeff Bezos didn’t have one when he split from his first wife, MacKenzie Scott. Wilson wasn’t uber wealthy when he married Shannon. Although he sold a previous company for about $15 million, he took home only about $800,000 after taxes and loans were paid off. During Lululemon’s early days, he put his house up for collateral to secure a loan.

However the split happens, it’s yet another twist in the Wilson saga.

Dennis “Chip” Wilson was born in California and grew up in Calgary playing football and swimming competitively. His dad was a physical-education teacher. His stay-at-home mom loved to sew. From her, he learned about patterns, fabric and clothing design.

At age 32, he was diagnosed with a rare type of muscular dystrophy and has since pledged $100 million of his own money to find a cure.

He founded his first company, Westbeach Snowboard, in 1979, to sell surf, skate and snowboard gear. He sold Westbeach in 1997. A year later, he started Lululemon after taking a yoga class. He chose the name for its alliterative “l’s.”

One of his first hires was Shannon “Summer” Gray, who would become the company’s lead designer.

“Here I was, a 41-year-old divorced male with two children,” Wilson wrote in his memoir. “In walks Summer. The perfect Super Girl. She was twenty-four, highly educated, a top athlete, and passionate about goals, athletics, and apparel design. Frankly, I was taken aback. I thought to myself, “she is going to make some man a very lucky husband someday, too bad it won’t be me.” Super Girl is a reference to Wilson’s ideal Lululemon customer.

Gray had a slightly different first impression of Wilson.

“He was late for our meeting,” she said, according to the book. “I saw him peel into the parking lot, no shirt, no shoes. I then watched him rummage around in his car for something clean to put on. That was my introduction to Chip, him frantically picking up shirts, sniffing this one, sniffing that one, trying to find a matching pair of shoes…When my mom asked me how the interview had gone, I told her I wasn’t sure I’d get the job, but I did think I would marry him.”

They worked together for almost two years before they became a couple.

During a 2001 business trip to the Outdoor Retailer Show in Salt Lake City, the pair chatted on the plane ride, caught a free outdoor concert and went for a swim. Because Lululemon was running on a shoestring budget, Wilson rented one hotel room for them to share, with separate beds. He said in his book that was standard procedure for the fledgling company. “We saw it as camping,” he wrote.

Back at the hotel, they stretched out on their respective beds. Then, Gray went to Wilson’s bed. She put her head on his chest and closed her eyes. They fell asleep like that.

“In the morning, we woke up to a new reality,” Wilson wrote. “We hadn’t even kissed the night before, but everything had changed.”

The couple married in 2002 and went on to have three children.

Wilson built Lululemon into a retailing juggernaut and helped create the athleisure category—a term he has said he hates. He fashioned an insular and unusual corporate culture.

Wilson pushed employees to complete the Grouse Grind, a 1.8-mile trek up Grouse Mountain near the company’s Vancouver headquarters. And he urged employees to attend self-help sessions at a leadership-development company called the Landmark Forum.

After Wilson stepped down as CEO, Lululemon cycled through a series of professional managers. But the founder couldn’t stop meddling.

In 2011, Wilson had the saying “Who is John Galt?” printed on Lululemon tote bags. Customers complained the line from the Ayn Rand book “Atlas Shrugged,” which promotes self-interest, was contradictory to the inclusive teachings of yoga. Then-CEO Christine Day replaced the bags with Christmas-themed totes. In his book, Wilson said Day initially loved the idea of the “Atlas Shrugged” quote. But later in a board meeting, she denied knowing anything about it.

“Writing a line from the book inside a bag came up in a marketing meeting and we all laughed,” Day said in a recent interview. “That was the end of the discussion. Chip then took the idea and blew it up on the bag and launched it without me knowing anything about it. He loved controversy and shocking people.”

He clashed with Day again in 2013, after Lululemon declined to use a washable cashmere designed by Shannon Wilson. In an October 2013 letter, Day informed Shannon Wilson that moving forward with the fabric could lead to a conflict with Lululemon and that her work with the company would be terminated.

Shannon Wilson went on to found Kit & Ace and her husband served as an adviser to the business that sold sporty casual wear made from the fabric.

Lululemon’s board formed a committee that included every director except Wilson to oversee competitive issues. The move left Chip Wilson with no real role on the board, and he stepped down in February 2015.

Kit & Ace eventually closed all its U.S. stores and was acquired by a Canadian retailer in 2023.

Wilson has spent the past decade or so criticizing Lululemon. In October, he took out a full-page ad in The Wall Street Journal where he likened its missteps to a plane crash and blamed the “loss of cool” on the kind of CEO who can “speak Wall Street” but is killing innovation. By December, the company announced that CEO Calvin McDonald was stepping down.

That same month, Wilson launched a proxy fight seeking to overhaul the company’s board. But in a settlement announced in May in which Wilson got to appoint two new directors among other measures, he agreed to an 18-month nondisparagement agreement.

Since then, Lululemon’s North American sales have continued to fall and its shares are down more than 50% this year. That is creating challenges for its new CEO, former Nike executive Heidi O’Neill, who started her job this past week.

Unless business picks up soon, it’s hard to see Wilson staying quiet for long.

Barron's : AI Can’t Ground This Airline Software Stock. Clearing the Runway for

AI Can’t Ground This Airline Software Stock. Clearing the Runway for 40% Upside.
Amadeus has grown revenue and earnings despite several headwinds.

Key Points
  • Amadeus stock has recovered 23% from the SaaSpocalypse-inspired selloff and is positioned for further gains.
  • The company grew first-half 2026 revenue by 5% in constant currency to €3.3 billion, while adjusted diluted earnings per share rose 7.3% to €1.75.
  • Amadeus is expected to close its €1.2 billion cash acquisition of biometrics security company Idemia Public Security in mid-2027.

Shortly after recovering from any lingering New Year’s hangovers, investors this January were hit with another headache: the so-called SaaSpocalypse, when concerns about artificial intelligence led software stocks to drop. Amadeus, a provider of specialized software to the airline and hospitality industry, was no exception. Now, after recovering 23% from its post-AI turbulence, the stock is set up for further gains.

The Madrid-based company has grown revenue 5% in constant currency in the first half of 2026, to 3.3 billion euros, compared with the same period last year. (“Constant currency” converts foreign currencies in the current year at the prior year’s exchange rates, providing investors with comparable measurements by smoothing out foreign exchange fluctuations). Adjusted diluted earnings per share soared 7.3% at annualized constant currency levels, to €1.75. This in the face of threats from the U.S. war against Iran, rising energy prices, and the International Air Transport Association cutting its 2026 global passenger traffic forecast.

The company’s diversified revenue stream across its Air Distribution, Hospitality, and Air IT Solutions segments; its acquisition of Idemia Public Security; and the launch of a travel advertising platform could propel Amadeus’ stock skyward by 40% above current levels.

“Travel inventory is the most perishable,” says Sergei Pliutsinski, consumer analyst at Harding Loevner, which holds four million shares of Amadeus, worth about $257 million. “Seats not sold today vanish forever. Airlines must fill them—and need a system that will do this reliably.” Adds Anthony Hene, portfolio manager at GMO Asset Management: “No airline can build a system with the same capabilities at a sensible price, so client loyalty tends to be strong.”

The Air Distribution segment distributes pricing, seating, and booking information across multiple platforms, processing 100,000 transactions per second. Its search functionality is on par with Google’s, with about 2.8 billion search queries a day. The slower pace of bookings in the first half of 2026 didn’t delay the arrival of increased revenue per booking, which landed at 5.1% year-over-year growth in constant currency. GOL Linhas Aéreas, flydubai, and FitsAir were among airline clients expanding their distribution with Amadeus during the first half of 2026, while Kanoo Travel, ITL World, and Tourvest came onboard with new travel seller agreements.

“Hosting customer data and managing transactions give Amadeus insight into areas that need improvement,” says Iain McNaught, Global Equity Analyst for Morgan Stanley Investment Management, which owns the stock. “New entrants struggle in an industry with low tolerance for error, and conservatism driven by stringent regulation and a safety-first culture.”

Amadeus also facilitates bookings for hotels. Travelers helped hike Amadeus’ hospitality revenue by 9.2% in the first half of 2026 in constant currency over the same period last year, to €543 million. New business relationships include 1,700 Marriott International properties, Primestar, Caribbean Tourism, and JUFA Hotels.

The company’s relationship with travelers continues at the airport, where they may use self-service kiosks to receive boarding passes, check baggage, and pass through security. Amadeus saw 8.7% Y/Y revenue growth in its Air IT Solutions segment in the first half of 2026, to €1.2 billion in constant currency. Scandinavian Airlines, British Airways, and Lisbon Airport were among this segment’s new relationships in the first six months of this year.

Amadeus’ €1.2 billion cash acquisition of Idemia Public Security, a biometrics security company, is expected to close mid-2027. Forecast to provide €50 million in cost synergies, it will be immediately accretive to earnings per share and contribute about €800 million in revenue. IPS increases Amadeus’ exposure to the total addressable biometrics market to €50 billion.

“When software companies were considered worthless because of AI, Amadeus made a countercyclical acquisition,” says Sujo Akoni, investment manager for Edinburgh, Scotland-based Baillie Gifford, which holds shares. “It was the right time to do it.”

In May, the company launched the Amadeus Travel Advertising Platform, a partnership with Accenture to supply hotels, airlines, and destinations with customer travel demand data gleaned from Amadeus’ travel data and other sources. Such forward-looking travel data will enable travel brands to design more-accurate advertising decisions. “This allows them to get the best possible business performance from their data using AI tools,” says Morgan Stanley Investment Management’s McNaught. “It’s very early in implementation and seems generally well received so far.”

Should the wars in Iran and Ukraine escalate beyond current levels, energy prices and flight reductions could crimp Amadeus’ results. Similarly, as-yet-unknown technologies or airlines undertaking their own information-technology endeavors and increasing their direct-to-consumer channels could also interrupt its five-year compounded annual growth rate of 18%.

Amadeus has about one times net debt to earnings before interest, taxes depreciation, and amortization, or Ebitda—less than the 7.5 times of its competitor Sabre. Shares offer a free-cash-flow yield of 8.4% and a dividend yield of 2%. The stock trades at 16 times forward EPS, below the 21 times for which it traded a year ago. A discounted cash flow valuation with a terminal value of $31.5 billion, a working average cost of capital of 7.94%, and flat free-cash-flow growth results in a target price of $111. A return to last summer’s multiple, layered over a conservative estimated 2026 $3.70 EPS, results in a target price of $77. The average of these methods yields a 12-month target of $94—about 40% above current levels.

Investors should book their next journey with Amadeus.

>>> (IR) Reportedly Iran and Oman have agreed on details of new routes

(IR) Reportedly Iran and Oman have agreed on details of new routes through Strait of Hormuz; Iran sources say reopening of the Strait depends entirely on US implementing Iran's conditions - Iranian press
- Under the agreement, the entry route into the Persian Gulf lies entirely within Iranian territorial waters, while part of the exit route also lies within Iranian waters
- Sources say the southern route will be closed despite US insistence that it be reopened
- GCC countries will be briefed on the outcome of Iran-Oman negotiations
Related: USO GAF BNO TENSIONSX

WWD : The ‘Skinification’ of Hair Care in France French prestige brands Carita,

The ‘Skinification’ of Hair Care in France
French prestige brands Carita, Caudalie, Clarins join Sisley in the category.

Rosy and Maria Carita, founders of the Carita luxury beauty brand in 1945, were pioneers with their holistic approach to beauty — starting with hair.

The sisters, who began as hairdressers, took a head-to-toe approach to beauty. They claimed to be “entrepreneurs of metamorphosis,” and their treatment of hair and scalp was described as “haute coiffure.”

At the time, Rosy and Maria’s white-glove approach was unique and still resonates strongly today, as France’s prestige hair care sector booms. Carita returns to the category in full force with a high-end line, while Sisley, Clarins and Caudalie have entered the category, too.

On Dec. 15, 1952, Rosy and Maria Carita inaugurated their glamorous beauty institute on Paris’ Rue du Faubourg Saint-Honoré, an elegant, multistory building. The Duchess of Windsor cut the ribbon with golden scissors, and 3,000 high-society Parisians attended the event.

More than 200 beauty experts, including hairdressers, were on staff at the institute, where Brigitte Bardot, Sophia Loren, Greta Garbo, Françoise Hardy, Joséphine Baker, Isabelle Adjani, Jane Fonda and Grace Kelly were among those who ultimately flocked from the worlds of cinema, theater, fashion and royalty.

In 1956, the Carita sisters launched their first products, Rénovateur and Fluide 14, which were multiuse — for skin and hair care.

Such “skinification” of prestige hair care is now à la mode. Carita is making its comeback in the category with the launch of Hair Rejuvenic, a four-product line, which marks the brand’s first step into hair care with dedicated products.

For Carita, it all “started from hair and this vision that everything comes from the roots and the scalp,” explained Chiara Allegri, chief executive officer of the brand.

She said Carita’s founders believed “that to transform what you see, it’s always necessary to activate what you don’t see — meaning the scalp.”

The iconic products Le Rénovateur and Fluide 14 became the starting points for Hair Rejuvenic. It was inspired, as well, by Carita’s antiaging skin care line Or Rejuvenic, containing the active 24K Biotech Gold.

“It has also an effect on the scalp,” Allegri said. “That is why we are bringing this to the heart of our range.”

Carita’s hair products are billed to detoxify, energize and restore.

Over at Clarins — the skin care brand founded by Jacques Courtin in 1954 with a spa on Paris’ Rue Tronchet — the team zeroed in on the scalp’s connective tissue cells called dermal papilla, which impacts shine, quality and density of the hair, and how aging and environmental aggression affect those cells’ functioning.

The team identified plants that could diminish such adverse effects: a combination of white iris rhizomes and polyphenols of saffron.

“We have demonstrated that it is able to boost all the key growth factors for denser hair,” said Marie-Hélène Lair, Clarins spokesperson and responsible innovation director. “When you speak about the scalp, it’s quite close to the skin in terms of content, in terms of functioning, metabolism.”

Caudalie, the French skin care brand with formulation centered on Vineferine, the molecule stemming from grapevines, is launching hair care, too.

“The hair follicle needs exactly what the vine delivers,” said Mathilde Thomas, cofounder of Caudalie. “The scalp is skin, and we treat it exactly that way.”

For its eponymous line, Caudalie worked on a patented molecule, VineOxyl, derived from hydroxylated grapeseed oil and that acts on VEGFα and PGE2, the same vascular and regenerative mechanisms the brand targets in skin.

Caudalie’s hero product in the collection is the Anti-Hair Loss Serum, of 99 percent natural origin. It contains VineOxyl as well as a complex of soothing and AOX organic French plant peptides, Thomas said. In Caudalie’s clinical study, the serum reduced hair loss by 53 percent and increased its thickness by 87 percent.

Sisley — another French skin care brand at its origins — launched hair care with a six-product line called Hair Rituel in 2017.

“It was an instant success in all the regions of the world,” said Philippe d’Ornano, president of Sisley. Cut to today, and it’s a double-digit growing business.

The brand, which now has about 30 hair care products, still sees tons of potential, he said. It just relaunched its bestselling hair product, a serum, thanks to scientific breakthroughs in the study of microbiota linked to the scalp.

“We got amazing results,” d’Ornano said. “There’s still a lot to do. We’re really excited about the possibilities.”

He added: “It is a gratifying adventure, the building of this new brand.”

The treatment was created for deep fiber care to restore hair’s fluidity and boost light-reflecting capabilities. Its formula includes 24K Biotech Gold with a reparative active called Fibergen.

The shampoo is billed to help boost the appearance of volume and support fuller, denser-looking hair without weighing it down. The formula contains VineOxyl, is vegan and made of 95 percent natural-origin ingredients.

This oil is said to give hair a glow-up with an ultralight texture. Its formulation has three oils — milk thistle, jojoba and cashew — to strengthen hair fiber, plus mastic tree extract.

This reformulated serum has been clinically proven to give more hair density and thicker-looking hair within one month.