Like a good pair of Basquiat Crocs, there are innumerable bad ways to license an artist’s work. So when Airstream looked to partner up on a project with the Frank Lloyd Wright Foundation, the aluminum-clad trailer brand could have just printed one of the architect’s famous patterns on a limited run of its vehicles and called it a day. It probably would have even sold well. But that is decidedly what Bob Wheeler, Airstream’s president and CEO, did not want to do.  “We said, ‘All right, let’s make sure that everything has a purpose and a function—that way it’s not just a pastiche, or some kind of lame attempt to mimic something,’” Wheeler recalls. “We didn’t want it to seem overdone or kitschy.” Instead, the brand embarked on a multiyear collaboration with the experts at Wright’s Taliesin West home and studio in Scottsdale, Arizona, and today the two are rolling out the 28-foot Airstream Frank Lloyd Wright Usonian Limited Edition Travel Trailer. With just 200 numbered vehicles that retail for $184,900 on offer, you—like me—might not be able to afford one at the moment, but they just might also restore your faith in the art of the artist collab at large.  [Photo: Airstream] BETTER LATE THAN NEVER Wheeler has a passion for midcentury design (as you might expect of Airstream’s CEO), so it tracks that he’d be a natural fan of Wright’s organic architecture. “Honestly, this has been a dream of mine for the last 20 years, which is about as long as I’ve been president of Airstream,” he says. “Why are Wright’s designs so celebrated today? It’s because they’re timeless. I think there are values there that incentivize someone to buy an Airstream that overlap in some meaningful ways.” Though Wright and Airstream founder Wally Byam were active at the same time and likely shared some of the same design fan base, there’s no record of them ever meeting. But a collaboration between the two ultimately proved inevitable when Wheeler reached out to Wright’s foundation in 2022. Foundation historian Sally Russell says her team wasn’t initially sure how robust a joint project could be. They eventually toured the Airstream factory in Ohio where the trailers are handmade using 3,000 rivets over the course of 350 hours, and saw how much customization was truly possible. Then she realized that it could be a great showcase of Wright’s work.  Beyond an Airstream’s signature aluminum exterior, Wheeler says the trailer is essentially a blank canvas. “And that’s where we can really flex some design muscle and allow others to do so.”  Russell says the foundation first explored whether to make the trailer feel like an adaptation of a specific Frank Lloyd Wright home. “The answer to that was no,” she says. “We didn’t want to try to re-create the Rosenbaum House and shove it into the size of a trailer. It didn’t make sense, because Frank Lloyd Wright certainly designed for each of his individual projects—he created something new, something that expressed the individual forms of the project, the needs of the client. So there was a great awareness of wanting to continue that legacy through the work that we did on the trailer.” The two teams ultimately homed in on the concept of Usonian design, a style that aimed to democratize design via small, affordable homes with a focus on efficient floor plans, functionality, and modularity.  In other words: an ideal fit for an Airstream. [Photo: Airstream] COLLAPSIBLE CHAIRS AND CLERESTORY WINDOWS When you approach the trailer, the connection to Wright is immediate on the custom front door featuring the Gordon leaf pattern, which the architect commissioned his apprentice Eugene Masselink to design in 1956. It’s a tip of the hat to nature, presumably an Airstreamer’s destination, and can be found subtly throughout the trailer in elements like sconces and cabinet pulls—but not too much, per the design mission at the outset. (“At one point we had a lot more of that Gordon leaf in there,” Wheeler notes. “We dialed that way back.”) With the push of a button, the bench seating converts into a king-size bed—one of Wheeler’s favorite elements. It is the largest bed in any Airstream, and is a first for the company, he says.  [Photo: Airstream] Another convertible element, in line with that focus on modularity, is the living space at the front of the trailer. Here, a dining table, desk, and seating inspired by the slant-back chairs that Wright used throughout his career collapse into a wall cabinet. Wheeler says Airstream used to deploy clever features like this in the midcentury era, before modern preferences trended toward built-in furniture. “So in some ways, this is a bit of a flashback to an earlier design in the ’50s, which is appropriate.” The teams also honored Wright’s focus on natural light, relocating Airstream’s usual overhead storage in favor of clerestory windows, which are prominent in Usonian homes. Meanwhile, the overall color palette comes from a 1955 Wright-curated Martin-Senour paint line. Russell says the team selected it for its harmonious blend with the natural settings where the trailer is likely headed, featuring ocher, red, and turquoise.  Ultimately, “It’s like a Frank Lloyd Wright home, where you walk into it, and it’s a completely different experience from any other building,” Russell says. “I hope that he would be very happy to see that design legacy continue, because he certainly did that with his own fellowship and the apprentices that he worked with.” [Photo: Airstream] USONIAN LIFE Starting today, the limited-edition, numbered trailers will be available for order at Airstream dealerships. Wheeler says the company was originally going to release just 100 of them, but got so much positive feedback from dealers and others that they doubled the run.  On the whole, the collaboration comes in the wake of a boom time for Airstream, which is owned by Thor Industries. Airstream experienced a surge during the pandemic, resulting in a 22% jump in sales in 2021 as people embraced remote work or realigned their relationship to the world.  “We’ve come back to earth now, and now we’re much more tied to actual market retail rates, which is what we know,” Wheeler says. In its third-quarter financials, Thor reported $2.89 billion in revenue (up 3.3% from previous year). While the company declined to provide Airstream-specific numbers, its overall North American towable RV division is up 9.1% from the same period in 2024. But there’s a problem afoot: The current administration’s tariffs, which Wheeler says made settling on the price for the Frank Lloyd Wright collaboration tricky. He adds that the company is struggling with shortages caused by the disruption in the supply chain, and high interest rates are also a problem.  [Photo: Airstream] “Look, we’re 94 years old,” he says. “We’ve been through more of these cycles than we can count, so we’re fine, and we’ll continue to trade on authenticity, quality, great service and support, a great dealer network, and a brand that really has become part of the fabric of the U.S. traveling adventure.”

If and when AI will start replacing human labor has been the subject of numerous debates.   While it’s still hard to say with certainty if AI is beginning to take over roles previously done by humans, a recent survey from the World Economic Forum found that 40% of employers intend to cut staff where AI can automate tasks. Researchers at SignalFire, a data-driven VC firm that tracks job movements of over 600 million employees and 80 million companies on LinkedIn, believe they may be seeing first signs of AI’s impact on hiring. When analyzing hiring trends, SignalFire noticed that tech companies recruited fewer recent college graduates in 2024 than they did in 2023. However, tech companies, especially the top 15 big tech businesses, ramped up their hiring of experienced professionals. Specifically, SignalFire found that big tech companies reduced the hiring of new graduates by 25% in 2024 compared to 2023. Meanwhile, graduate recruitment at startups decreased by 11% compared to the prior year. Although SignalFire wouldn’t reveal exactly how many fewer grads were hired according to their data, a spokesperson told us it was thousands. True, adoption of new AI tools might not fully explain the dip in recent grad hiring but Asher Bantock, SignalFire’s head of research, says there’s “convincing evidence” that AI is a significant contributing factor. Entry-level jobs are susceptible to automation because they often involve routine, low-risk tasks that generative AI handles well. Techcrunch event Join us at TechCrunch Sessions: AI Secure your spot for our leading AI industry event with speakers from OpenAI, Anthropic, and Cohere. For a limited time, tickets are just $292 for an entire day of expert talks, workshops, and potent networking. Exhibit at TechCrunch Sessions: AI Secure your spot at TC Sessions: AI and show 1,200+ decision-makers what you’ve built — without the big spend. Available through May 9 or while tables last. Berkeley, CA | June 5 REGISTER NOW AI’s new coding, debugging, financial research, and software installation abilities could mean companies need fewer people to do that type of work. AI’s ability to handle certain entry-level tasks means some jobs for new graduates could soon be obsolete. Gabe Stengel, the founder of AI financial analyst startup Rogo, started his career at Lazard investment bank where he helped large pharma companies buy biotech startups. Rogo’s tool “can do almost all the work I did in the analysis of those companies,” Stengel said on stage at Newcomer’s financial technology summit last week, “We can put together the materials, diligence the company, look through their financials.” While most large investment banks haven’t explicitly reduced analyst hiring due to AI yet, executives at firms like Goldman Sachs and Morgan Stanley previously considered cutting junior staff hires by up to two-thirds and lowering the pay of those they hire because the work with AI is not as demanding as before, the New York Times reported last year. Although AI’s threat to low-skilled jobs is real, tech companies’ need for experienced professionals is still rising. According to SignalFire’s report, big tech companies increased hiring by 27% for professionals with two to five years of experience, while startups hired 14% more individuals in that same seniority range. A frustrating paradox emerges for recent graduates: they can’t get hired without experience, but they can’t get experience without being hired. While this dilemma is not new, Heather Doshay, SignaFire’s people and talent partner, says it is considerably exacerbated by AI. Dashay’s advice to new grads: master AI tools. “AI won’t take your job if you’re the one who’s best at using it,” she said.

When pricing your interior design services, competitive does not mean equal. Rather than basing your fees on those of your peers, what you charge should reflect the specific metrics of your business. There is a lot of industry noise around pricing, so avoiding non-credentialed, unaccountable, and clickbait-peddling Instagram “experts” is crucial. Instead, follow this data- and market-driven guide to set your interior design studio’s optimal pricing, one that will maximize your revenue and profitability.Define your business’s purposeIn an industry where designers can have drastically different whys, clarify yours. For instance, your business may be the primary means of supporting your household while another designer whose work you admire, and who is operating in your region with similar clients, is doing this “for fun.” Perhaps that designer is billing at an artificially low rate and giving their clients trade pricing with no markups. Your reasons are very different—and you’re not going to be able to compete with that model. It’s futile and expensive to try.Join NowAD PRO members enjoy exclusive benefits. Get a year of unlimited access for $25 $20 per month.ArrowIgnore your peersWhat another studio charges is irrelevant to what you can charge. Some lesser-known studios can get away with charging incredibly high fees, while very well-known studios might experience a lower maximum price threshold. Identify what price the market will bear for your unique interior design services. When studios set prices based on others they deem to be competitors, they are very often leaving money on the table and undervaluing their own services.Don’t reverse-engineer your feeSome studios run through the time-intensive exercise of using their own historical financials to calculate their desired net income or profit and then reverse-engineer pricing that will accommodate their net income target. This approach is flawed. By calculating the least amount of money you can charge, you are once again potentially leaving heaps of dollars on the table. In many cases, the market price of your interior design services can be significantly more than the price you will get by backing into a target net income figure or net margin percentage.Given all these dynamics, never speculate on pricing. Take a data-driven approach, like the one we’ve developed over the last ten years, to maximize your studio’s revenue.To maximize revenue and profit…Bill hourlyFor residential projects, hourly billable professional fees alongside a furniture, fixtures, and equipment markup is the pricing model that maximizes revenue, profitability, and client acquisition, when positioned correctly. When diligent about tracking their time, 99% of studios make more money than they otherwise would by charging flat fees. There are rare instances when a studio can charge stratospheric flat fees and the market will bear it, but these are edge cases.What You’re Getting Wrong With Your Interior Design ContractBusiness advisor Seth Kaplowitz on optimizing your interior design contractWrite a client-friendly contractWhen a studio moves to hourly billing, their contract terms become more client-friendly and drive up their client conversion rate. Conversely, a flat-fee-based contract tends to have a lot of limitations and restrictions that can turn off potential clients. For example, a flat fee contract often stipulates a list of services where additional fees apply. If your client wants value engineering, more than one design concept, or additional specifications for procured items, it costs extra. A flat fee contract can introduce friction and ultimately prevent a client from signing and moving forward. The goal is to eliminate this friction.Taking a “billable hours plus procurement fees” pricing approach, you can reverse-engineer the approximate price per square foot of decorating, design, and full renovation projects for a studio. By defining price per square foot by project type alongside average timeline, your clients are armed with the ability to calculate the approximate cost of the project themselves (while protecting your studio’s revenue and profitability). This approach gives the client the confidence and feeling of control they need to sign a contract.Test pricing elasticityAfter identifying the approximate price per square foot by project type for your studio, test its limits. Push pricing up and closely watch the client conversion rate. Focus on qualified inbound traffic—leads and referrals from architects, contractors, or past clients—and disregard the subset of unqualified leads from Instagram, which can generally be classified as shoppers, not buyers. Then calculate the conversion rate by dividing the number of qualified inbound leads by the number of leads that signed a contract. If this rate is above a desired threshold, there is room to raise prices. They can continue to rise until the conversion rate drops below that threshold, at which point you’ve maximized your pricing. This exercise relates exclusively to a studio’s unique demand curve and what the market will pay for its unique interior design services, avoiding unhelpful peer comparisons.Reanalyze your current approachIf you’re a studio principal, look at the following data sets:

When Rom Kosla, CIO at Hewlett Packard Enterprise (HPE), joined the technology giant in July 2023, the move represented a big shift in direction. Previously CIO at retailer Ahold Delhaize and CIO for enterprise solutions at PepsiCo, Kosla was a consumer specialist who wanted to apply his knowledge in a new sector. “I liked the idea of working in a different industry,” he says. “I went from consumer products to retail grocery. Moving into the tech industry was a bit nerve-wracking because the concept of who the customers are is different. But since I grew up in IT, I figured I’d have the ability to navigate my way through the company.” Kosla had previously worked as a project manager for Nestlé and spent time with the consultancy Deloitte. Now approaching two years with HPE, Kosla leads HPE’s technology strategy and is responsible for how the company harnesses artificial intelligence (AI) and data. He also oversees e-commerce, app development, enterprise resource planning (ERP) and security operations. “The role has exceeded my expectations,” he says. “When you’re a CIO at a multinational, like when I was a divisional CIO at PepsiCo, you’re in the back office. Whether it’s strategy, transformation or customer engagement, the systems are the enablers of that back-office effort. At HPE, it’s different because we are customer zero.” Kosla says he prefers the term “customer gold” because he wants HPE to develop high-quality products. In addition to setting the internal digital strategy, he has an outward-facing role providing expert advice to customers. That part of his role reminds him of his time at Deloitte. “Those are opportunities to flex my prior experience and capabilities, and learn how to take our products, enable them, and share best practices,” he says. “HPE is like any other company. We use cloud systems and software-as-a-service products, including Salesforce and others. But underneath, we have HPE powering a lot of the capabilities.” The press release announcing Kosla’s appointment in 2023 said HPE believed his prior experiences in the digital front-end and running complex supply chains made him the perfect person to build on its digital transformation efforts. So, how has that vision panned out? “What’s been interesting is helping the business and IT team think about the end-to-end value stream,” he says. “There was a lot of application-specific knowledge. The ability for processes to be optimised at an application layer versus the end-to-end value stream was only happening in certain spots.” Kosla discovered the organisation had spent two years moving to a private cloud installation on the company’s hardware and had consolidated 20-plus ERP systems under one SAP instance. With much of the transformation work complete, his focus turned to making the most of these assets. “The opportunity was not to shepherd up transformation, it was taking the next step, which was optimising,” says Kosla, explaining how he had boosted supply chain performance in his earlier roles. He’s now applying that knowledge at HPE. “What we’ve been doing is slicing areas of opportunity,” he says. “With the lead-to-quote process, for example, we have opportunities to optimise, depending on the type of business, such as the channel and distributors. We’re asking things like, ‘Can we get a quote out as quickly as possible, can we price it correctly, and can we rely less on human engagement?’” HPE announced a cost-reduction programme in March to reduce structural operating costs. The programme is expected to be implemented through fiscal year 2026 and deliver gross savings of approximately $350m by fiscal year 2027, including through workforce reductions. The programme of work in IT will help the company move towards these targets. Kosla says optimisation in financials might mean closing books faster. In the supply chain, the optimisation might be about predicting the raw materials needed to create products. He takes a term from his time in the consumer-packaged goods sector – right to play, right to win – to explain how his approach helps the business look for value-generating opportunities. “So, do we have the right to play, meaning do we have the skills? Where do we have the right to win, meaning do we have the funding, business resources and availability to deliver the results? We spend time focusing on which areas offer the right to play and the right to win.” Kosla says data and AI play a key role in these optimisations. HPE uses third-party applications with built-in AI capabilities and has developed an internal chat solution called ChatHPE, a generative AI hub used for internal processes. “There are lots of conversations around how we unlock the benefits of AI in the company,” he says. Professionals across the company use Microsoft Copilot in their day-to-day roles to boost productivity. Developers, meanwhile, use GitHub Copilot. Finally, there’s ChatHPE, which Kosla says is used according to the functional use case. HPE started developing the platform about 18 months ago. A pipeline of use cases has now been developed, including helping legal teams to review contracts, boosting customer service in operations, re-using campaign elements in marketing and improving analytics in finance. “We spend time focusing on which areas offer the right to play and the right to win” Rom Kosla, Hewlett Packard Enterprise “We have a significant amount of governance internally,” says Kosla, referring to ChatHPE, which is powered by Azure and OpenAI technology. “When I started, there wasn’t an internal HPE AI engine. We had to tell the teams not to use the standard tools because any data that you feed into them is ultimately extracted. So, we had to create our platform.” Embracing AI isn’t Kosla’s only concern. Stabilisation is a big part of what he needs to achieve during the next 12 months. He returns to HPE’s two major transformation initiatives – the shift to private cloud and the consolidation of ERP platforms – suggesting that the dual roll-out and management of these initiatives created a significant number of incidents. “When I look back at PepsiCo, we had about 300,000 employees and about 600,000 tickets, which means two tickets per person per year. I said to the executive committee at HPE, ‘We have 60,000 employees, and we have a couple of million tickets’, which is an insane number. The goal was to bring that number down by about 85%,” he says. “Now, our system uptime is 99% across our quoting and financial systems. That availability allows our business to do more than focus on internal IT. They can focus on the customer. Stabilisation means the business isn’t constantly thinking about IT systems, because it’s a challenge to execute every day when systems are going down because of issues.” Kosla says the long-term aim from an IT perspective is to align the technology organisation with business outcomes. In financials, for example, he wants to produce the data analytics the business needs across the supply chain and operational processes. “We have embedded teams that work together to look at how we enable data, like our chat capabilities, into some of the activities,” he says. “They’ll consider how we reduce friction, especially the manual steps. They’ll also consider planning, from raw materials to the manufacturing and delivery of products. That work involves partnering with the business.” The key to success for the IT team is to help the business unlock value quicker. “I would say that’s the biggest part for us,” says Kosla. “We don’t even like to use the word speed – we say velocity, because velocity equals direction, and that’s crucial for us. I think the business is happy with what we’ve been able to achieve, but it’s still not fast enough.” Being able to deliver results at pace will rely on new levels of flexibility. Rather than being wedded to a 12-month plan that maps out a series of deliverables, Kosla wants his team to work more in the moment. Prior experiences from the consumer sector give him a good sense of what excellence looks like in this area. “You don’t need to go back to the top, go through an annual planning review, go back down, and then have the teams twiddling their thumbs while they wait for the OK,” he says. “The goal is that teams are constantly working on what’s achievable during a sprint window. Many companies take that approach; I’ve done it in my prior working life. I know what can happen, and I think flexibility will drive value creation.” Kosla says some of the value will come from HPE’s in-house developed technologies. “One of the things that makes this role fun is that there’s a significant amount of innovation the company is doing,” he says, pointing to important technologies, such as Morpheus VM Essentials virtualisation software, the observability platform OpsRamp, and Aruba Networking Access Points. “What I’m proud of is that we now show up to customers with comparability,” he says, talking about the advisory part of his role. “We can say, ‘Look, we use both products, because in some cases, it’s a migration over time.’ So, for example, when a customer asks about our observability approach, we can compare our technology with other providers.” Kosla reflects on his career and ponders the future of the CIO role, suggesting responsibilities will vary considerably according to sector. “Digital leaders still maintain IT systems in some industries,” he says. “However, the rest of the business is now much more aware of technology. The blurring of lines between business and IT means it’s tougher to differentiate between the two areas. I think we’ll see more convergence.” Kosla says a growing desire to contain costs often creates a close relationship between IT and finance leaders. Once again, he expects further developments in that partnership. He also anticipates that cyber will remain at the forefront of digital leaders’ priority lists. More generally, he believes all IT professionals are becoming more focused on business priorities. “I think the blurring will continue to create interesting results, especially in technology companies,” he says. “We want to do things differently.” Read more interviews with tech company IT leaders Interview: Joe Depa, global chief innovation officer, EY – Accounting firm EY is focused on ‘AI-ready data’ to maximise the benefits of agentic AI and enable the use of emerging frontier technologies for its business and clients. Interview: Cynthia Stoddard, CIO, Adobe – After nearly 10 years in post, Adobe’s CIO is still driving digital transformation and looking to deliver lasting change through technology. Interview: Tomer Cohen, chief product officer, LinkedIn – The professional social network’s product chief is leading the introduction of artificial intelligence for the firm’s in-house development processes and to enhance services for users.