Abercrombie & Fitch

Abercrombie & Fitch Co. opens Global Capability Center in Bengaluru to support continued global growth and strengthen enterprise capabilities. Posted On August 6, 2026 BENGALURU, India, Aug. 6, 2026 /PRNewswire/ - Abercrombie & Fitch Co. recently opened its Bengaluru Global Capability Center (GCC), establishing a new office in India. The GCC will build and strengthen capabilities across the enterprise, supporting the company's continued global growth and operating strategy. The GCC will bring together talent from multiple business functions to increase capacity, deepen specialized expertise, and improve how work is delivered across the organization. "Our Bengaluru GCC represents an important investment in the capabilities Abercrombie & Fitch Co. will need to drive continued global growth," said Samir Desai, Chief Digital and Technology Officer, Abercrombie & Fitch Co. "This is an enterprise-wide initiative that extends well beyond technology. By building quality teams with a wide range of experience, we can increase our capacity, strengthen execution and create a more scalable global operating model." Discover more Spirituality Neuroscience "We're building teams to complement Abercrombie & Fitch Co.'s ongoing global growth ambitions," said Mangai Varadarajan, Vice President and Site Leader, Abercrombie & Fitch India GCC. "Our focus is on initiatives that deliver meaningful business outcomes, making our India team a trusted, essential extension of our global operations." Abercrombie & Fitch Co. has engaged ANSR as an advisor to help establish and scale its GCC, drawing on ANSR's experience helping global enterprises develop high-impact capability centers in India. About Abercrombie & Fitch Co. Abercrombie & Fitch Co. (NYSE: ANF) is a global, digitally led, omnichannel specialty retailer of apparel and accessories catering to kids through millennials with assortments curated for their specific lifestyle needs. The company operates a family of brands, including Abercrombie brands and Hollister brands, each sharing a commitment to offer products of enduring quality and exceptional comfort that support global customers on their journey to being and becoming who they are. Abercrombie & Fitch Co. operates approximately 840 stores under these brands across North America, Europe, Asia and the Middle East, as well as the e-commerce sites abercrombie.com, abercrombiekids.com, and HollisterCo.com.

In an ai-first world, restaurants still run on people. When a restaurant is fully staffed and well-trained, you can feel it the moment you walk through the door. The host greets you with a genuine smile. Tables turn at a steady pace. The kitchen moves with speed, not panic. Right now, industry conversation is dominated by automation and generative AI. But if you run a restaurant, you know that your business lives or dies on people. Success depends on who you bring in, how quickly they start, and how you make them feel during their first days on the job. Restaurant operations are the heartbeat of the labor market. In 2025, the industry employed 15.7M people, about 10 percent of the nation's workforce, and is projected to reach 17.3M by 2030. So, we partnered with the National Restaurant Association on the 2026 Hiring and Staffing Report to dig into the real costs of running understaffed. We found that in an AI-first world, winning restaurants use technology to make their people more effective, more connected, and more human. The hidden bill of understaffing. Nearly 80 percent of restaurants in the study reported operating understaffed, and understaffing acts as a massive drain on the bottom line. Half of those surveyed said they cannot run at full capacity, and more than 40 percent have been forced to delay expansions or change their menus because they don't have enough people. One-third have cut operating hours, and one in five have closed on days they would normally be open for business. Each of those numbers represents guests who were turned away and a manager trying to hold everything together. Survey respondents shared that being short one single team member can cost roughly seven to eight percent of sales per shift per restaurant - between $800 and $1,500. In the quick-service sector, being perpetually understaffed can result in hundreds of thousands of dollars in lost annual sales and excessive overtime costs. While overtime might keep the doors open short term, it accelerates burnout and pushes your best people toward the exit. From the guest's perspective, the damage is quiet. A regular doesn't complain about a slow visit, rather, they stop coming back. In a business built on repeat traffic, that is where revenue slips away. Speed is the new currency. The average time to hire in the industry is 16 days, but that statistic hides a tale of two very different speeds. Our research identified a stark split between those leaning into the future and those held back by the past: * The Early Adopters: Operators using AI and automation to handle screening and scheduling are hiring in two to four days. * The Laggards: Those relying on manual processes are stuck at 30+ days. In a market where applicants often apply to 15+ jobs a week from their phones, a 30-day wait is a rejection. Candidates move on to the operator who responds in minutes and makes it an easier process for them. Technology should restore human connection rather than replace it. Much like the online reservation system which freed hosts to focus on guests rather than answering phones, modern hiring tech frees managers to focus on people rather than paperwork. The high price of the 'quick quit' Filling a role is only half the battle. Our research shows that an hourly employee doesn't become "net positive", where the value they create exceeds the cost to recruit and train them until they have been on the job for 31.8 days. A hire leaving before this milestone represents a net loss for the restaurant - a bad hire. Interestingly, faster hiring often leads to better retention. Moving quickly helps secure the best candidates (shift compatibility, experience, etc) before they are off the market, allowing you to be more selective rather than settling for any warm body. Once hired, there are additional steps operators and managers can take to support employees long term: * Structured Onboarding: Move past the "shadow and hope" method with a clear plan. * Predictable Scheduling: Honor promised hours so new hires can stabilize their lives. * Frequent Check-ins: Simple "How is it going?" conversations prevent small issues from becoming resignations. Managers: the engine of culture. No technology can replace a great manager. 87 percent of operators stated that a manager's ability to build team culture and morale is their most important trait - ranking higher than cost control or sales. A strong manager creates a calm dining room even when the printer won't stop spitting tickets. They spot a struggling new hire before a mistake turns into a meltdown. When managers are bogged down by administrative tasks, that leadership disappears. We must use technology to handle the "work of work" so managers can get back to leading their teams. People first, always. The story of modern restaurants is about using technology to get back to the basics. Restaurants win when they hire the right people quickly, support them through their first months, and empower managers to lead. When you invest in your people and give them structure, every other metric in the restaurant improves. Josh Secrest. Josh Secrest is vice president of marketing and client advocacy for Paradox. In his most recent role as Head of Global Talent Strategy at McDonald's Corporation, Secrest helped design people programs and experiences to support internal and external talent for McDonald's corporate offices and restaurants around the world. Previously, as Head of Global Talent Attraction at McDonald's, he collaborated with Paradox to bring the world's first voice application to life in partnership with Google and Amazon's Alexa. Prior to joining McDonald's, Secrest spent more than 13 years at Abercrombie & Fitch Co. where he was as an HR business partner and led various HR functions including global talent acquisition, philanthropy, and home office development.