- Dov Charney, the disgraced founder of American Apparel, was ordered to cease production at this new company, Los Angeles Apparel.
- The Los Angeles County Department of Public Health said there were “flagrant” health violations at the company’s factory.
- The department accused Los Angeles Apparel of replacing sick workers with new employees, in violation of its shutdown order.
- More than 300 employees have contracted COVID-19, the department said, which is twice what the company itself admitted. Four workers have died.
- Charney was forced out of American Apparel following allegations of racism and sexual harassment.
- Visit Business Insider’s homepage for more stories.
Dov Charney, the disgraced founder of American Apparel, was ousted over allegations of misconduct. Now he’s accused of disregarding the health of workers at his new company, four of whom have died in the last several weeks.
Citing “flagrant violations” of public health orders, Los Angeles County announced Friday that it was shutting down the garment factory run by Los Angeles Apparel, the company that Charney started after losing control of the one he founded.
The factory, in downtown Los Angeles, was initially shut down on June 27 after three employees died of COVID-19. Another employee has since passed away, with more than 300 workers testing positive for the disease.
The company did not immediately respond to a request for comment.
“Business owners and operators have a corporate, moral, and social responsibility to their employees and their families to provide a safe work environment,” Dr. Barbara Ferrer, director of the Los Angeles County Department of Public Health, said in a July 10 statement.
Marissa Nuncio, director of the Garment Worker Center, said it was “heartbreaking to hear of worker deaths at Los Angeles Apparel,” saying she hopes it “raises awareness of the urgent need to protect workers.”
Los Angeles’ garment industry is notorious for labor violations, as Nuncio told Business Insider back in March, when factories began shifting from clothing to the manufacture of personal protective equipment, such as masks. Workers — largely undocumented women of color — often report sub-legal wages, paid not by the hour but by the object they sew, in poorly ventilated sweatshops.
Charney, who denies allegations of harassment but admits to sleeping with his subordinates, had also shifted his factory’s production in the age of the coronavirus.
“Ideally, I don’t want one COVID case in here,” he told the website Los Angeleno in an April piece about the company’s pivot to making masks, which sell for $30 a three-pack. Charney also insisted that he and his employees would all be wearing masks.
But after a “concerned healthcare provider” contacted the Department of Public Health, county inspectors discovered “multiple violations of distancing requirements and infection control protocols,” including the use of “cardboard as a barrier between the workers.”
The company repeatedly failed to provide a list of its workers, the department said, and only after its factory was shut down on June 27 did it provide an incomplete list, a week later, of its staff, confirming 198 cases of COVID-19.
However, comparing the company’s list of employees to its own database of test results, the Department of Public Health said there are actually more than 300 cases.
According to the county, Los Angeles Apparel then violated its shutdown order and reopened “with apparently new employees.” It also attempted to block health inspectors from entering the factory, the county said, leading to the latest order that it remain closed until it can demonstrate “full compliance” with public health mandates.
In 2017, a former American Apparel employee wrote in a piece for Vox that Charney told workers to expect an “unconventional” work culture, stating that it “was widely known that Charney had sexual relationships with plenty of women [who worked for him] at the company.”
In court papers, American Apparel accused Charney of retaliating against former employees and using ethnic slurs, which he denies. He responded, in kind, with a $30 million defamation suit, which he lost.
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How Ireland built its COVID-19 contract tracing app, which is so successful that US states want to use it
- Ireland launched its coronavirus contact-tracing app, COVID Tracker, on July 7, and other countries have asked to use it as a basis for their own apps.
- Business Insider spoke to the technical director at NearForm, the software company that built COVID Tracker with Ireland’s health authority, to find out how they avoided the pitfalls that have plagued other contact-tracing apps.
- NearForm was originally working on a centralized app that would group user data together for authorities to study, but switched to a more private, decentralized model after Google and Apple released contact-tracing tech for developers.
- Visit Business Insider’s homepage for more stories.
Countries the world over have tried to find ways to track the spread of the coronavirus through their citizens’ smartphones, with varying success. Ireland’s attempt stands out.
Ireland launched its contact-tracing app, COVID Tracker, on July 7, and within a week it was downloaded by around 37% of Ireland’s adult population. The app garnered international attention and NearForm, the software company that built the app with Irish health authorities, has been approached by other countries, and US states, to help build overseas versions.
Business Insider spoke to NearForm’s technical director Colm Harte to find out how the software company avoided the pitfalls that have hindered contact-tracing apps in other countries, including the UK, where an national app was promised for May but is now slated for winter.
NearForm never pitched itself as a government partner on contact tracing — instead, it was approached by the Irish Health Service Executive (HSE) in March, Harte said.
“We were very keen to help, so this kind of kicked off over a weekend in mid-March. We put a team together and within the first 24 hours we went back with designs,” he said. A day later, the app had a development team, and three days later, a working prototype.
That prototype showed how the app would look to users, but NearForm still had to actually build the crucial contact-tracing tech.
It set up a team to look at how the app could harness Bluetooth. Like many contact-tracing apps, COVID Tracker makes phones use Bluetooth to send out signals, searching for nearby phones with the app downloaded. These signals produce a log of contacts — if one user tests positive for the virus and is asked by the HSE to upload their log, others users are alerted through the app.
Bluetooth was a problem, particularly with iPhones, which normally won’t send Bluetooth signals if an app is running in the background. The HSE set up calls with Apple, and soon afterwards, Apple and Google announced they would release an API for contact-tracing apps — basically, a standardized framework app developers could use.
The Google-Apple “exposure notification” API was rolled out to developers on May 20.
It turned the team’s plans upside-down. NearForm’s app was based on a centralized model, which pools user data externally so it can be examined by authorities. “There are some advantages to the centralized model, you get a lot more useful information from an epidemiological perspective,” said Harte.
But Apple and Google were clear: If authorities wanted to use their API, they had to build decentralized apps, where the data remains on the users’ phone. This would preserve user privacy, the firms said.
Harte said the Bluetooth limitations and the privacy argument made the decision to switch straightforward for the HSE. “From a technical perspective and a privacy perspective, it goes down better with the public,” he said. “We’d kind of hit [a] brick wall with Bluetooth technology.”
Having Apple and Google shoulder some of the technical burden was a bonus. “It made a lot of sense because otherwise you were going to have to invest a lot of time and effort to try and get that better,” he said.
In its first two weeks, the app has already been used to detect positive cases of the virus, Fran Thompson, chief information officer at the HSE, told Business Insider in a statement. Harte said it’s still too early to tell how much impact the app will have on curbing the spread of the virus, but even if it detects only a small number of cases, that’s better than nothing, he said.
Out of Ireland’s population of 4.9 million, 25,800 people have so far tested positive for the coronavirus, of whom 1,753 are confirmed to have died, per the World Health Organization.
“Any impact this has is beneficial, so if it breaks even a handful of transmission chains it’s been of benefit,” Harte said.
Trump’s new ‘somber tone’ on the coronavirus isn’t a reversal of his denial of the seriousness of the pandemic — it’s a realization that denial is could cost him the election
- President Donald Trump began to acknowledge the growing threat and impact of the coronavirus pandemic during Tuesday’s coronavirus task force press briefing.
- However, his change of tone appears to stem from his concern over his ability to be re-elected in November.
- According to CNN, Trump and his team discussed polls that showed him trailing behind presumptive Democratic presidential nominee Joe Biden the morning of the briefing.
- Despite that change, it’s not clear how long this apparent acknowledgment of the pandemic will last and if it can reverse some of the damage of his response in the first six months.
- Visit Business Insider’s homepage for more stories.
President Donald Trump seemed on Tuesday to grasp the seriousness of the coronavirus pandemic during his first coronavirus task force press briefing since April.
But while news outlets and pundits praised the president for his “somber tone,” the switch from heavily focusing on reopening (despite the warning of public health experts) to a sudden urging of the public to don masks and avoid bars, Trump’s change of tone appears to not be a reversal on his denial of the threat of the pandemic, but rather a realization that the denial could cause him to lose the upcoming presidential elections.
According to CNN, Trump and his team had discussed election polls that showed him trailing former Vice President Joe Biden prior to his briefing on Tuesday. People familiar with the conversation told CNN that some aides brought up the fact that taking a serious tone on the coronavirus has in the past been successful for Trump.
“This is a case when you line it all up, it’s the last season of ‘The Apprentice,’ we’ve got 100 days left and the reality TV star just got mugged by reality,” Rahm Emanuel, who served in Congress and as White House chief of staff to President Barack Obama told The New York Times.
“I think he is finally starting to get it,” one Trump adviser told CNN about the president’s understanding of his reelection and the pandemic, “But can he do this for the next 100 days? I think if he does, he wins.”
CNN reported that in an average of recent national polls, Biden is leading by an average of 12 percentage points. Biden is also leading in several key states like Pennsylvania, Michigan, and Minnesota, a series of Fox News polls from this week showed.
Aides also showed Trump a series of polls that showed that more and more citizens are disapproving of his handling of the pandemic, CNN reported.
A Washington Post-ABC News poll found that 60% of the 1,006 respondents disapproved of Trump’s handling of the coronavirus pandemic.
However, as Business Insider’s Sonam Sheth and John Haltiwanger pointed out, while Trump may have finally acknowledged that the coronavirus is a real threat, he hasn’t taken any responsibility for how his policies and actions as president have impacted the course of the pandemic in the US, and he is also very likely to change his tune on the topic very quickly.
As of Friday, the US had over four million coronavirus cases with more than 145,000 deaths. The World Health Organization reported the largest single-day increase for cases worldwide with 284,196 cases, of which almost 70,000 came from the US alone.
While Trump may have canceled the Republican National Convention in Florida, he did so because aides told him the move would show leadership, CNN said, quoting two sources familiar with the matter. The New York Times later reported that the move may have been also motivated by finances.
“I thought I had an obligation not to have large numbers, massive numbers of people crowded into a room,” Trump said during an interview on Fox News.
Just last month, despite public health recommendation, Trump held a rally in Tulsa, and several members of his security detail were asked to quarantine after two Secret Service agents tested positive for the virus. Health experts have said the rally most likely contributed to surging cases in the country.
While largely sticking to a script during his coronavirus briefings this week (except when he wished Jeffrey Epstein associate Ghislaine Maxwell “well”), it’s hard to tell how long it will last or if it could erase the past six months of largely denying the threat of the pandemic.
Trump has previously suggested people inject disinfectant, undermined medical experts on his own coronavirus task force, claimed the pandemic was a hoax perpetrated by the fake-news media, and touted unproven medical cures such as hydroxychloroquine.
The president up until this week had pushed for an economic reopening despite the risk it posed to the public. Last month, he told The Wall Street Journal that those wear masks do so as a political statement against him, before suddenly encouraging mask-wearing this week. And while experts have said it’s probably not safe to reopen schools, Trump has continued to push for schools to reopen and previously threatened to withhold federal funding from schools that don’t reopen in the fall.
And while Trump has encouraged public-health-expert-backed mitigation strategies like masks, and not going to bars, the administration still lacks a comprehensive national testing strategy and has largely abdicated federal responsibility beyond CDC guidelines, which has led to an uneven response by individual states.
Meanwhile, states across the country, especially in the South and the West, are struggling to get cases under control and some areas are facing shortages of hospital beds to treat severe cases.
The main model used to estimate the impact of the coronavirus outbreak in the United States now predicts close to 220,000 deaths by November 1. Experts have consistently said that proper protocols taken early on could have prevented hospital systems from being overburdened, which would have led to fewer deaths.
It’s not clear how long Trump can keep this tune, or if it will help his re-election campaign, but the pandemic in the US isn’t slowing down, and experts are still worried what that means when a likely second wave hits in the fall.
The Silicon Valley headhunter whose company has placed execs at Lyft and Spotify shares insider tips on what tech companies look for when filling entry level to executive positions
- Todd Zangrillo is the partner and head of consumer practice at True Talent Advisory, a leading executive recruiting firm for the world’s fastest-growing startups.
- During his 16-year career, he matched top candidates to jobs at some of the biggest tech companies, including Casper, Jet, HelloFresh, and SoulCycle, and his firm has worked with Spotify, Lyft, Jet, WeWork, Box, and Square.
- He advises job seekers to treat their resumes as living, breathing documents that goes beyond facts — and warns that while it’s easier than ever to access information a tech company, you must be strategic about it.
- The worst thing you can do is be arrogant, aggressive, and unprepared, he adds.
- Visit Business Insider’s homepage for more stories.
As partner and head of consumer practice at True Talent Advisory, an executive recruiting firm for the world’s fastest growing startups, Todd Zangrillo spent his 16-year recruitment career personally making matches between top candidates and jobs at the biggest tech companies, including Casper, SoulCycle, and Glossier. True Talent has also placed talent at Spotify, Lyft, WeWork, Box, and Square.
To make these placements a success, Zangrillo says his approach includes being laser-focused on building dynamic relationships with entrepreneurs and investors to build top leadership teams.
“We develop a rapport with our clients who are founders of these tech companies,” Zangrillo told Business Insider. “That’s a key part of how we find them the best people for these positions.”
Zangrillo, who served as the human resources business partner with eBay’s ecommerce technology organization before joining True, has led over 300 searches. Here he shares insider tips on what tech companies are looking for when they’re filling positions, from entry level to executive.
Headhunters will assess your skill set and fit.
When placing tech professionals, Zangrillo follows a precise formula that integrates two kinds of fit.
“In today’s market, companies are looking for people who are humble and confident and have about 70 percent of the required job skill sets,” he says. “There’s no room for error and, if you don’t have that 70-percent requisite skills, you won’t get the attention of our client.”
These skill sets could include things like domain expertise, leadership ability, vision and strategy, operational excellence, and consumer-driven digital experience.
What Zangrillo sees as the remaining 30 percent is just as important.
“That’s the number we attach to personality and culture fit,” he says. “While CEOs want to see you bringing certain quantifiable skills to the company, you won’t make it to the second level unless there’s a strong chemistry fit.”
Employers assess for traits like humility and confidence within the resume by looking at how clear potential candidates are about their specific achievements and their results. Outside of showing some personality, specificity regarding what you’ve done is important, Zangrillo says.
The entire search process is helpful for creating a sense of a candidate’s character. In most cases, the company is putting together small insights from candidates throughout the process.
“The search committee’s responsibility is to look for pattern recognition within the insights they’re getting,” Zangrillo said. They’re making conscious trade-off decisions and deducing themes.
Each company wants something different — assess if you deliver.
The best candidate for an early-stage startup has different strengths than one for a later-stage, high-growth startup.
“We find that in many cases some candidates can be very strong in series A, B of that growth cycle,” Zangrillo said. “Some of them scale well beyond that, but those are few and in-between.”
High-growth companies want a different profile of candidates. In later stages, jobs may demand skills of greater complexity from candidates, and emphasize qualities like leadership and team-building.
Entrepreneurial candidates need to be more hands-on, and work in situations with much more ambiguity. Some people enjoy building. Others like more structure and more process. Potential candidates should know what they can get passionate about.
Conveying passion is more important than ever.
“In any position I fill, I need to see an aligned passion for the business, the business model, the brand, or the category,” he says. “This makes a big difference to the company’s hiring managers. This gets them excited about you as a candidate and turns this into a successful hire.”
During the interview process, it’s important and meaningful to the business that you’re incredibly well-prepared. This is a combination of research about the brand, the competitive landscape, the culture, and about what inflection point, if any, the business is at.
Instead of focusing on one data point, like a quote from a Glassdoor article that adds structure to a hard-hitting question on company culture, Zangrillo advises that candidates take in multiple data points for a holistic picture.
“Take all the data points and summarize where the business is and how this interview aligns with the company’s future goals,” Zangrillo said. “How will the company be thinking about this role?”
Showing that you’ve thought about the company’s interests demonstrates to the interviewer that you’re intelligent, authentic, and interested in if you’re a fit for this business.
“By being really well-prepared and deducing lots of insights, the person is going to connect with the interviewer in a much more significant way,” Zangrillo said. “It’s one thing to have the skills for the job. It’s another thing to have the right skills at the right time for the business. The nuances of those characteristics is what makes exceptional matches for businesses.”
Make sure your resume speaks on your behalf.
Zangrillo encourages job seekers angling for competitive jobs in the tech sector to treat their resumes as living, breathing documents conveying more than just the facts.
“Hiring managers are looking for people who stand out and one way to show this is in your resume,” he says. “It’s more than just that you went to the best school. You should show that you’re a juggler, a leader, and have a knack for humanity.”
Just like a product in any other market, you want your resume to be clearly differentiated.
“When you share specific ways you took leadership roles or did something outside the box, you’ll connect to a potential hiring manager in a unique way, beyond which companies you worked for and when,” Zangrillo says.
Resumes are also a great conversation-starter, especially if a hiring manager has a similar trajectory, he adds. Organizational psychology research finds that hiring managers want to hire people that remind them of themselves.
Show that you’ve gone the extra mile.
No matter how much job experience you’ve had, you’re going to be more of a standout candidate for a tech job if you’ve done everything you can to gain every experience you can that’s related to the position.
“Executives at Google and Facebook want to hire people with specific pedigrees that are based around your accomplishments,” Zangrillo says. “If you’re eager to show your entrepreneurial bent, during interviews with me, share what you did during your internships. If you created a product, explain it clearly and tell me what makes you passionate about it.”
Engage with the company.
It’s easier than ever to access information about any tech company you’re applying to, but you want to be strategic.
“While a Facebook hiring manager isn’t going to decide whether or not to hire you depending on how many (social media) followers you have, he or she will want to know that you’re passionate about the product and category and that you’ve studied the technology the company has built its products on,” he says.
Candidates are in charge of their brand, Zangrillo continued. This reflects in their LinkedIn, their resume, their email to the hiring manager, and the insights they share with the manager. IN every regard, potential candidates must demonstrate the person they are authentically.
Companies are focused on getting someone who covers a majority of the skills they’re looking for. Some commonly cited soft skills, according to Zangrillo, are intellectual curiosity, EQ, agility, leadership, and collaboration.
Avoid these missteps.
If you want a job at a top tech company, the worst thing you can do is be arrogant, aggressive, and unprepared, Zangrillo says.
“A combination of these three things can flat-line candidates,” he says. “It’s the fastest way I’ve seen a candidate eliminated.”
Instead, consider that there’s an art to presenting yourself in the best way to these companies.
“When you have hot jobs and great people going for them, you have to be sure you don’t alienate anyone,” he says.
In the end, the best candidates are “extraordinarily truthful,” Zangrillo says. “When a job placement comes down to two candidates where one is truthful and the other one is exaggerating, the gut feeling of the hiring manager is that, in the end, the people who are more authentic win.”
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