Tag: Midwest

  • The Bullet Train That Isn’t

    The Bullet Train That Isn’t

    Commentary: I’m reading a history of the interstate highway system, partially because I sense that the whole thing is widely overrated. Its construction massively disrupted the economics of small towns. It ruined the look and feel of large cities. The cost overruns were enormous and it took far longer to complete than anyone estimated.

    One has to wonder what inspired this thing to which hardly anyone objected at the time. The United States had the world’s most marvelous system for passenger travel. It was built with treasure, blood, sweat, and tears. It was the achievement of the ages. After the Second World War, it could have been expanded. Instead it was abandoned for the car.

    This is because the American automotive industry had developed political power. They owned the politicians in a way that the train industry did not. Plus, and this is weird to say, American elites were extremely impressed by the automotive industry built by Germany, along with the legendary Autobahn. The United States wanted its own version.

    By 1952, it was a done deal. The United States would invest in cars and bail on trains. This was pitched as more consistent with American ideals of freedom and independence. Why hop on a train when you can drive anywhere in your own car?

    The results were spectacular in part but the dangers of the cars were never really considered as part of the plan. Giving everyone a 1.5 ton machine to maneuver in whichever way the driver wanted obviously introduces certain complications. Even now I feel it every day when driving on highways. I think “This is such a crazy system destined for disaster.”

    Meanwhile, Europe, the UK, and China have spent the last decades heavily investing in trains, which in turn has made Americans jealous yet again. Anyone who travels knows this. European trains are wonderful, affordable, and luxurious in ways that no one experiences in the United States. Indeed, train travel for Americans is unusual outside the Northeast Corridor.

    That’s when California, which always imagines itself to be on top of all the new trends, conjured up the idea of a “bullet train,” a high-speed rail, that would extend from San Francisco to Los Angeles. The developers and lawmakers in the sunny state would copy China and transport people in record time all over the state. Oh how jealous will be the rest of the state!

    The year was 1995. It’s now 30 years later. The state has spent at least $38 billion on this thing, with help from the federal government. Massive resources have been diverted to this monstrosity. There were environmental permits, eminent domain disputes, property purchases, and endless tangles regarding management.

    In all these years, what do they have to show for it? There is a framework in place in the middle section of the state, Merced to Bakersfield, covering exactly 119 miles. This is a length that can be travelled by car in two and a half hours, thus defeating the whole point of the high-speed rail. What’s more, the tracks haven’t been laid.

    After 30 years, most of what has been installed is already dilapidated and rusting since no one really accounted for maintenance costs. Obviously not one single passenger has ridden the train. Not one ticket has been sold.

    The Trump administration is livid about this disaster and has decided to cut California off. Very obviously, there will be no train. Not even allowing for another century of construction at this pace would realize the dream. It’s simply not going to happen.

    This is all a huge embarrassment.

    I looked up the website for the project. They have abandoned the whole idea, or so it seems. Now it is being pitched as an economic engine for California business. Here I quote:

    • An Economic Engine for California
    • Over 15,000 high quality jobs created
    • 171 miles under design with 119 of that in active construction
    • Engaging more than 900 small businesses
    • $22 billion in economic impact

    Hint: there is a difference between an economic engine and a cash incinerator.

    Pity the webmaster who had to write those words. It includes truth-telling admissions: “As the Merced and Bakersfield extensions approach 60 percent design and as additional funding continues to become available, the Authority and its Board will determine appropriate construction package scope, cost, schedule, and delivery methods. No construction agreements have been developed at this time.”

    New estimate for the first leg of completion: 2033.

    One part is missing: passengers. Another part: completion. Active construction means nothing. I could be making mud pies in my backyard and claim that a skyscraper is in active construction, not to mention jobs being created!

    There is even a report to the legislature including a photo of a fantasy train. It is packed with pictures of people moving stuff around, driving in bolts, gathering in teams, lifting large beams with cranes, and so on, and one picture of a train that is marked as a rendering. I feel awful for the people who wrote this report. Talk about putting lipstick on a pig!

    Clearly, this whole thing has become a boondoggle for the ages. The report reveals Soviet levels of cope. It’s a perfect plan for bankruptcy. It would take the entire GDP of the West plus a thousand years to get this done.

    All of which raises the question: Why is this not happening? Maybe it is true that the United States just cannot build things anymore. Too much bureaucracy, too little skill and work ethic, too much complacency with existing prosperity, and therefore not much inspiration to do anything big and new. I cannot say for sure.

    There is clearly the problem of private property. Despite California’s love of the collective, its residents are fanatics for their property rights. They sue each other if a tree limb from a neighbor grows one inch off the fence. I can easily imagine that the authorities have faced impossible legal challenges just getting access to build.

    I’m tempted just to resort to pure economic logic here. Socialism doesn’t work and this is a socialist project. There is no incentive to complete or even do anything. There are no inputs and outputs that reflect profitability metrics. Accounting doesn’t matter really. It’s only just money in and money out. The process of burning through resources has become an end in itself.

    It is plainly not true that Americans cannot build things anymore. There are skyscrapers still going up in New York City and many other cities. U.S. infrastructure is not great but it is not all falling down tomorrow. True, most actual construction in this country is privately funded with discipline over cost and a deadline to meet. That does make a difference.

    Look at what happened to the charging stations that were supposed to be built by the feds over these years. They blew through $7.5 billion and ended up creating only, at most, 35 places with 226 stations. Absolutely pathetic by any standard.

    That said, trains in Europe, Japan, and China are just fine and they are government-funded. Somehow they work. Sure, they are costly and not profitable but they exist and carry passengers and serve a public purpose. It seems that other countries are better at public funding and projects than the United States.

    If you think about the U.S. space program, you see the same thing. Over many decades, the federal government has decided it is better off contracting out to Elon Musk, who has even been tasked with rescuing NASA astronauts from the International Space Station because government could not do it.

    America is not broken. The U.S. government is. Remember that when people claim that we should have single-payer medical service or some other new grand program. The United States is really bad at socialism, even worse than Europe or China. But the U.S. is still good at private enterprise.

    In envisioning its high-speed rail system, California hoped to be on the cutting edge. Instead it has become a paradigmatic case of bureaucratic failure, and a laughingstock the world over.

    About the author: Jeffrey A. Tucker is the founder and president of the Brownstone Institute and the author of many thousands of articles in the scholarly and popular press, as well as 10 books in five languages, most recently “Liberty or Lockdown.” He is also the editor of “The Best of Ludwig von Mises.” He writes a daily column on economics for The Epoch Times and speaks widely on the topics of economics, technology, social philosophy, and culture.

    Editor’s Note: For more on highway insanity in Oklahoma. click here for Pike Off OTA. We include their link, logos, and art not because they are advertising (they don’t), but because they are correct in opposing the Oklahoma Highway Industrial Complex – Politicians with bulldozers should not be allowed to trump truth.

  • Bloomingdale’s Outfits ‘Clueless’-Inspired Closet at New Hotel Experience

    Bloomingdale’s Outfits ‘Clueless’-Inspired Closet at New Hotel Experience

    Luxury LA hotel L’Ermitage Beverly Hills has partnered with Bloomingdale’s Century City, the Beverly Hills Conference & Visitors Bureau and Paramount Pictures to create “The Clueless Suite” — an over-the-top hotel experience inspired by the iconic film, which celebrates its 30th anniversary this year.

    One of the hotel’s signature 750-square-foot residential-style suites has been transformed into a Clueless fantasy, evoking the feel of a modern-day Beverly Hills mansion with plenty of Easter eggs for superfans, access to a white Jeep Wrangler convertible for cruising the town and, of course, Cher’s closet.

    The suite’s transformed walk-in closet will feature rotating fashions from Bloomingdale’s, curated by Clueless costume designer Mona May along with in-house stylists. Guests fill out a pre-arrival style quiz to personalize their looks, and all outfits are available to shop via QR code.

    Guests also will get a $100 Bloomingdale’s gift card, a VIP in-store styling appointment with Bloomingdale’s stylists, a Dior Beauty glam sesh and free membership to Fitted, the official virtual Clueless closet app of the anniversary campaign.

    “The Clueless Suite is our tribute to a story that redefined what it meant to be young, stylish and unapologetically bold in Beverly Hills,” said Frédéric Zemmour, General Manager of L’Ermitage Beverly Hills in a statement. “We are thrilled to partner with Paramount, Bloomingdale’s and Mona May to bring that energy to life, with a nod to the past and a wink to the future.”

    The Clueless Suite is available for bookings from July 12 through Sept. 1, starting at $1,995 per night with a two-night minimum stay.

    Other Guests can also Get a Clueless Upgrade for Their Stay

    L’Ermitage guests staying in other suites also can opt for “The Cher’mitage Experience,” a signature add-on that brings the best of Cher’s totally sporadic shopping spree at Bloomingdale’s to life. Thepackage includes Clueless-themed turn-down treats, a Polaroid camera, movie streaming and a complimentary sunset toast at the new rooftop lounge Poza. Bloomingdale’s perks include a $100 gift card, a personalized in-store styling appointment, a welcome mocktail from 59th & Lex (available in-store only) and a makeup consultation or spa treatment with Dior Beauty. The Cher’mitage Experience must be booked at least two days in advance of arrival and coordinated through the hotel concierge, with rates starting at $995/night.

    And the fun will continue for everyone at Bloomingdale’s Century City on July 26, with a public event featuring throwback DJ sets, L’Ermitage-curated bites, a vintage photo booth and more ’90s fabulousness.

  • Mall of America Deploys AI-Powered Video Analytics to Boost Efficiency and Security

    Mall of America Deploys AI-Powered Video Analytics to Boost Efficiency and Security

    With 5.6 million square feet housing 500+ retailers and attracting more than 32 million visitors annually, the Mall of America (MOA) requires careful planning to support overall security — and its parking operations specifically. The shopping center has expanded its partnership with Axis Communications to deploy car-counting video analytics across more than a dozen locations, enabling more informed decision-making around employee scheduling and streamlining transportation logistics for the 300+ events hosted each year.

    Following an initial test of the technology, MOA quickly expanded the implementation, and the car-counting data now drives macro-level decisions about mall hours and event planning as well as micro-level scheduling for vendors and staff.

    “We needed technology that could keep pace with our evolving needs and make sure our security team could focus on the highest-priority tasks,” said Aaron Nielsen, VP of Information Technology at the Mall of America in a statement. “Our previous solution struggled with the unpredictable Midwestern weather, including snow, rain and cold, all impacting accuracy and reliability.

    “Car counting is one of the most important operational metrics we have,” Nielsen added. “Implementing a system that delivers accurate data allows us to quickly scale from one location to more than a dozen additional locations throughout the mall, providing efficiency and invaluable information for our team.”

    With the expansion of its video analytics, MOA now can:

    • Deploy solutions even in challenging locations: MOA first tested an Axis camera on a light pole isolated from the building and, despite difficult access to power and data, the trial system proved over 99% accurate;
    • Drive decisions with analytics: AI-enabled line-crossing analytics deployed at the property’s edges is proving especially useful in locations where the mall entrance meets busy intersections, because the technology can draw precise distinctions between a car entering the mall versus one that’s merely passing by;
    • Improve overall security: Cameras and Axis network speakers installed in restricted areas can detect and deter unauthorized access in real time, with alerts immediately sent to the MOA central dispatch center; and
    • Prioritize employee safety: Unpredictable Minnesota winters add challenges to keeping employees and customers safe. With the new system, adjustments are intuitive, so what previously required ladders, lifts and multiple people can now be accomplished from a desktop. Non-technical team members can review audits, make changes and immediately analyze results from a safe location.

    In October 2023 MOA added body cams and enhanced security cameras from Axis Communications. Looking ahead, the mall is exploring advanced capabilities such as people counting and license plate recognition, as well as leveraging analytics to better understand visitor trends such as distinguishing hotel guests from shopping center visitors.

  • This City is the “Cannabis Capital” of Massachusetts – Live 95.9

    Small but mighty Rhode Island has nearly 400 miles of shoreline along Narragansett Bay—an impressive feat considering the state sits on just 1,214 …

  • Analysis: Adult-Use Cannabis States Experience Significantly Higher Home Value Growth

    Analysis: Adult-Use Cannabis States Experience Significantly Higher Home Value Growth

    cannabis home valuescannabis home values“Cannabis legalization is a proven economic driver. Regulated markets create jobs, disrupt the underground marketplace, and provide for new tax revenues that are redirected back into the local community — resulting in greater economic growth and prosperity, in addition to safer communities.”

    The post Analysis: Adult-Use Cannabis States Experience Significantly Higher Home Value Growth appeared first on NORML.

  • Cannabis Reform Group MPP Names Adam J. Smith Executive Director

    Marijuana Policy Project welcomed the 30-year drug policy reform veteran to help end cannabis prohibition and advance sensible regulations in the U.S.

  • Bytes to Bites: Lessons from Building the Nation’s Largest Online EBT System

    Bytes to Bites: Lessons from Building the Nation’s Largest Online EBT System

    March 2020 brought an unnerving tide of news reports, a growing sense of unease, and the undeniable arrival of the COVID-19 pandemic. As cities locked down and uncertainty swept the nation, my familiar world of software development felt increasingly distant from the stark realities unfolding outside. Millions found themselves confined, facing anxieties not just about a novel virus but about basic survival.

    For a particularly vulnerable group – recipients of the Supplemental Nutrition Assistance Program (SNAP), commonly known as EBT users – the pandemic presented an agonizing dilemma. Primarily reliant on in-person grocery shopping to use their benefits, they now faced an impossible choice: risk exposure to a deadly virus in crowded stores or struggle to access essential food for their families. The systems designed for one reality were instantly fractured by the demands of another, exposing a critical gap in the nation’s food access infrastructure.

    The scale of this gap quickly became terrifyingly clear. What few outside the sphere of government benefits and payment processing realized was the extremely limited scope of online EBT acceptance pre-pandemic. It wasn’t merely uncommon; it was practically non-existent, confined to a small, obscure USDA pilot program operating in just a handful of zip codes. The digital rails needed to carry these essential benefits into the online grocery ecosystem simply had not been laid on any meaningful scale.

    Against this backdrop, my team and I received a mandate that felt staggering in its ambition and urgency: build a nationwide EBT acceptance system for Instacart, and do it in four months. A project that, under normal circumstances, would represent a multi-year undertaking involving intricate technical development, complex regulatory navigation and extensive partner integration was now an emergency response measure. The timeline wasn’t just accelerated; it was compressed almost beyond recognition.

    This wasn’t merely a technical challenge; it was a race against a rapidly escalating human crisis. As lockdowns continued and economic disruption spread, food insecurity surged across America. The code we were tasked with writing, the systems we needed to architect, represented more than just a new feature; it was a potential lifeline for millions struggling to feed their families safely.

    The months that followed were a crucible. Our team worked relentlessly, often around the clock, navigating the added complexities of remote collaboration during a global health crisis. The task demanded intense coordination not only internally but with a vast network of external partners: government agencies at both federal and state levels, payment processors grappling with new requirements and grocery retailers, many of which had never seriously considered integrating EBT payments into their digital operations.

    The regulatory landscape alone was a formidable obstacle. SNAP/EBT systems were fundamentally designed for the physical world of swipe cards and PIN pads, not the fluid environment of ecommerce. Each state had its own distinct implementation requirements and approval processes, creating a complex patchwork of rules that had to be meticulously understood and integrated. Navigating this labyrinthine world of government benefit regulations while simultaneously building a secure and user-friendly online system became my all-consuming focus.

    Amidst the blur of development sprints and regulatory meetings, one moment stands out: the night we pushed our very first EBT transaction to production. I vividly recall the anticipation and pressure culminating in that single order, placed by a family in South Carolina. It represented far more than a successful deployment; it symbolized months of frantic effort, countless hurdles overcome and technical innovation born from sheer necessity. It was a beacon of hope, proof that the impossible might just be achievable.

    Following that initial breakthrough, the pace did not slacken. As the pandemic continued its relentless march through 2020 and 2021, we rapidly scaled the system. What began as a pilot expanded to hundreds of retailers across dozens of states by early 2022. Systems that typically required years of careful planning, development, testing and deployment were being built and rolled out in a matter of weeks, driven by the persistent, urgent need.

    Amidst the whirlwind of building and scaling, a routine analysis of user data delivered a jolt. Late one night, while examining checkout flows, I noticed a troubling pattern: a significant number of visitors originating from lower-income zip codes were adding groceries to their carts, proceeding to checkout, and then abruptly abandoning the process. It wasn’t just random attrition; it was a distinct signal concentrated in areas where EBT usage was likely higher.

    This data point sparked a critical hypothesis in my mind: these weren’t users simply changing their minds. They were likely EBT recipients, navigating the online store, selecting their needed groceries, only to discover at the final, crucial step that their primary means of payment wasn’t accepted online. The data wasn’t just indicating friction; it was revealing a moment of profound disappointment and likely frustration for users who had invested time and hope in the process.

    This realization served as a powerful wake-up call for me and the team. It underscored that simply enabling EBT transactions wasn’t sufficient. The system needed to be designed with a deeper understanding of the EBT user’s journey, anticipating their needs and potential pain points before they hit a dead end.

    Code as Compassion: Engineering the Foundation

    The insight gleaned from the cart abandonment data became a driving force behind the next phase of development. It wasn’t enough to simply process EBT; the system needed to guide and support users from the moment they arrived. This led me back into the complexities of benefit regulations and spurred the development of foundational features designed explicitly to pre-empt the frustration revealed by the data.

    First came an address-based detection system I built. By leveraging geographic data, the platform could intelligently suggest EBT payment options upfront to users in areas with high benefit usage. This simple, proactive step aimed to prevent the late-stage disappointment, informing users early in their shopping journey that their benefits could potentially be used. Crucially, this feature included user controls, allowing individuals to manage this suggestion based on their preference.

    Next, our team tackled the enormous complexity of SNAP eligibility rules. We engineered an eligibility engine capable of evaluating Instacart’s entire, vast catalog of items in real time. This system determined precisely which products qualified for purchase with EBT funds, providing clarity to users as they shopped and preventing confusion at checkout.

    The payment flow itself presented the most significant technical hurdle. EBT users often need to pay for groceries (EBT-eligible) and other items (like fees or non-food essentials) in a single order. I architected a sophisticated split-tender functionality. This system could seamlessly process multiple payment methods within one transaction, automatically applying EBT funds to eligible items first and smoothly transitioning any remaining balance to a secondary payment method like a credit or debit card, all without causing user confusion. These technical solutions, born from that “wake-up call” data, were fundamentally about removing barriers and creating a more intuitive, supportive path for EBT users.

    Beyond Transactions: Engineering for Dignity

    As the system evolved, testing with actual EBT recipients provided another layer of crucial understanding. Functionality was vital, but the experience of using the system carried its own weight. Feedback revealed that some users felt a sense of stigma or discomfort when using their benefits, even online. This feedback sparked a conscious effort within our team to embed privacy and dignity directly into the platform’s design.

    Recognizing the potential for unconscious bias, we built privacy protections into the shopper application used by fulfillment staff. The system was designed to conceal the customer’s specific payment method details from the Instacart shopper picking and packing the order. This measure aimed to ensure that interactions, especially around item replacements or service issues, were handled without prejudice based on payment type.

    For customers choosing grocery pickup, another subtle but significant feature was implemented. I modified label-generation algorithms to omit any identifiers that might indicate EBT payment on the order labels. This allowed customers to collect their groceries discreetly, preserving their privacy and dignity during the handover process.

    Our commitment to user well-being extended to more proactive, data-driven features. Analyzing millions of transactions revealed distinct, state-specific patterns of when EBT benefits were disbursed. This led to the development of what I considered a landmark achievement: a benefits cycle optimization engine. This system allowed us to intelligently time promotions and adjust inventory predictions, ensuring greater product availability and potentially more impactful savings for customers precisely when they received their monthly benefits.

    Furthermore, we built custom recommendation engines. These suggested affordable, nutritious alternatives if a user’s chosen item was out of stock, prioritizing EBT-eligible options when appropriate. Building on this, intelligent bundling logic suggested complementary non-food essentials (like cleaning supplies or personal care items) alongside EBT-eligible groceries, sometimes paired with strategic discounts to help customers maximize their overall budget.

    These features represented a shift beyond merely facilitating transactions to actively supporting the user’s needs, grounded in the principle that technology should not only function efficiently but also operate with respect and consideration for the user’s circumstances.

    The Ripple Effect: Measuring What Matters

    The impact of this concerted effort, born in crisis and refined through empathy, was profound. Within 18 months of our first transaction, Instacart’s EBT systems were processing orders across more than 44 states and integrated with hundreds of retailers. The business metrics validated our approach: EBT customers demonstrated higher retention rates than traditional customers, indicating the service was meeting a critical, ongoing need and fostering loyalty. Furthermore, this customer segment contributed significantly to the business, accounting for approximately 10% of company revenue.

    This data powerfully illustrated that designing for inclusion and serving vulnerable populations was not merely an act of corporate social responsibility, but a strategically sound decision yielding tangible business value. The high retention rates suggested that by meeting a fundamental need previously unaddressed in the digital space, we had cultivated a loyal and appreciative customer base. The perceived dichotomy between “doing good” and “doing well” dissolved; the social impact and business success were demonstrably intertwined.

    Yet the numbers told only part of the story. The true measure of success, for me and the team, often arrived not in spreadsheets, but in emails. Messages from customers – a grandmother in rural Wyoming expressing gratitude for groceries delivered during a blizzard, a disabled veteran appreciating the ability to shop with dignity without facing physical store limitations – these were the testaments that resonated most deeply. They painted a vivid picture of the real-world difference our system was making in people’s lives.

    The intense journey of building Instacart’s EBT system under extreme pressure yielded invaluable lessons, extending far beyond the specific context of online grocery or benefit payments.

    Practical Tips

    • See the need before it hits a wall: Use geographic and user data proactively to anticipate needs and suggest relevant options early in the user journey.
    • Align with users’ realities: Understand external rhythms (like benefit disbursement) that shape user behavior and design systems that actively support them.
    • Curate for accessibility: Leverage digital flexibility to create tailored experiences (like EBT-focused aisles) addressing specific user needs.
    • Design for dignity, not just function: Recognize and actively mitigate potential social stigma through thoughtful design, ensuring a respectful and safe experience.
    • Make complexity invisible: Engineer seamless solutions for complex requirements (like multi-tender payments) to minimize user burden and confusion.
    • Amplify impact holistically: Think beyond the core transaction; use recommendations and strategic offers to help users maximize resources.
    • Ensure equitable access: Prioritize performance on diverse devices and network conditions, recognizing reliance on older/less powerful tech.
    • Protect the vulnerable: Implement specialized, compliant security and fraud prevention tailored to unique risks, balancing protection with usability, like building timed sessions that automatically log out on public computers.

    Mridul Singhai is a software engineer with over 10 years of experience who built Instacart‘s first-of-its-kind online EBT system between 2020 and 2024. He worked directly with USDA on policy and design standards. Currently a software engineer at X, Singhai brings strong technical expertise and strategic insights to create socially responsible technologies that deliver business value.

  • Pure Sunfarms Publishes Unique Cannabis Potency Research in Scientific Reports

    The study highlights natural variability of THC potency in cannabis plants and supports the call for science-based labeling.

  • WATCH: Colorado Springs mayor vetoes marijuana ordinance, citing budget shortfall

    Ramona Avenue closed at South Nevada until mid-August for upgrades. Updated: 2 hours ago. A month-long road project kicks off Monday on Colorado …

  • Inside the Bob’s Discount Furniture Reality Show: Couples Clash to Create Marketing Magic

    Inside the Bob’s Discount Furniture Reality Show: Couples Clash to Create Marketing Magic

    Of course you love your partner. But do you trust their taste?

    This question — familiar to anyone who has had a screaming match with their significant other in a furniture store — is at the heart of Till Décor Do Us Part, a new six-episode social-first reality series produced by Bob’s Discount Furniture.

    The show, which debuted July 10, showcases one partner shopping for furniture at a Bob’s store in Yonkers, N.Y., while the other, along with host Gabby Bryan, watches and comments in real time from the sidelines. (Viewers also can shop for the furniture that the couples spar over at the Till Décor Do Us Part page on the Bob’s website.)

    The patented reality show twist? Each couple has different, sometimes clashing tastes, but each shopping partner is tasked with creating the non-shopping partner’s dream room. Among the couples are a new girlfriend taking on a bachelor pad that currently has little more than a TV and a couch; a sentimental mamma’s boy watching his partner take over his childhood home; and a jiu-jitsu bro going head-to-head with his minimalist girlfriend. Let the hijinks commence…

    But behind those hijinks is some solid marketing strategy. Retail TouchPoints got the inside scoop from Bob’s Chief Marketing Officer Steve Nesle.

    The Target Audience: Content-Hungry Consumers

    “The catalyst for this idea came out of necessity,” said Nesle in an interview with Retail TouchPoints. “Everyone isn’t rushing out there to consume advertising content, but they are rushing out to consume content. In a challenging macroeconomic environment, you can do one of two things: circle the wagons, or lean into it. We had to lean in.”

    Each episode will drop on successive Thursdays, accessible via Bob’s new @TillDecorDoUsPart handle across TikTok, Meta and YouTube. Both before and after the drops Bob’s will continue to publish content to the channels related to that couple, said Nesle: “We’re building out the cinematic universe of these couples above and beyond the actual episode.”

    To that end, Till Décor Do Us Part will feature an always-on TikTok and Instagram content strategy with elements such as:

    • Find the Bob: A Where’s Waldo-style furniture hunt;
    • Keep It or Chuck It, where host Gabby Bryan decides the fate of questionable décor;
    • Furniture Eulogies: Heartfelt sendoffs for “interesting” (note the quote marks) design choices; and
    • Couch Therapy, whereBryan helps couples compromise, one loveseat at a time.

    Leveraging the Inherent Tension of Conflicting Design Priorities

    Bob’s Discount Furniture developed the show via a “relatively quick process,” said Nesle, noting that some hurdles are inherent in the format. “Unlike advertising production where everything is carefully scripted, with all the i’s dotted and the t’s crossed, this is unscripted reality,” he noted. “Our job is to create all the conditions to let life happen, and then we’re there with the cameras.

    Asked if he was concerned that the conflicts between the couples might balloon into something irreconcilable, Nesle wryly commented that “it would have been a bad strategy to create the conditions that would lead to a bunch of breakups. There’s a lot of tension when it comes to something as personal as design, and we recognized early on that that was a natural tension — we wouldn’t need to look that far to find it.”

    Bob’s internal production company worked with creative agency Gale and media agency Horizon Next to develop and produce the series: “It’s out of the box, and that’s in the Bob’s DNA,” said Nesle. “This is yet another organic and authentic way to tell our story — to bring people into the brand and expose them to our assortment and our in-store experience.”

    In May 2025 Bob’s announced it would open 20 new stores this year and expand into the Southeast U.S. for the first time. The retailer is nearing the 200-store milestone.