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Lee Traub interview, 1987 January 16
US NNFIT SC.FITA.3.20.4.9.3.10 · Pièce · 1986 January 16
Fait partie de Academic Affairs records

This conversation is with Lee Traub, wife of influential Bloomingdale's executive Marvin S. Traub. In this interview, Lee Traub talks about Marvin Traub as a father, a husband, a business man, and a diplomat. She briefly talks about their meeting in 1947 and marriage in 1948 and praises Marvin for being tremendously calm both at home and in work. Lee credits Marvin for possesing a natural confidence that affected the way he was able to work with people and try new things. As the wife of a top executive, Lee provides some personal insight into the Bloomingdale's work environment of the 1960s and early 1970s, recalling a time when the department store was closed on Saturdays. Lee describes Marvin as a gentleman who has made friends with important people all over the world and who operates with a large sense of morality. Lee and Marvin were known as a strong pair and Lee went along with Marvin on several of his international trips. Lee describes her experiences with Marvin in India and France, again pointing to her husband's diplomacy. Finally, Lee attests to Marvin's renowned energy, both physical and mental. In regards to his determination, Lee recounts the story of Marvin being wounded in WWII and how he overcame his debilitating injury.

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Gordon Cooke interview, 1986 November 5
US NNFIT SC.FITA.3.20.4.9.3.1 · Pièce · 1986 November 5
Fait partie de Academic Affairs records

This interview takes place at a time when Bloomingdale's President Marvin S. Traub was being awarded the "Person Who Makes the Difference" award from the Fashion Institute of Technology. Gordon Cooke discusses the various ways in which Traub's style of leadership and business has made a difference in Bloomingdale's success not just as a department store but as an innovator in the world of promotions and business relations. Cooke uses Bloomingdale's country promotions as examples of Traub's creativity and insight regarding promotions. Cooke discusses the team-syle development of ideas, describing the equal value placed on promotions, design, sales, etc. as being instrumental in the creative development of Bloomingdale's. Cooke credits Bloomingale's with opening up trade with various countries before even the U.S. government had fully developed trade with these countries. Finally, Cooke talks about Traub's collaboration with both established and cutting-edge artists in advertisements and promotions.

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US NNFIT SC.FITA.3.20.4.9.3.4 · Pièce · 1986 November 19
Fait partie de Academic Affairs records

This conversation covers very little of Lester Gribetz' life and career at Bloomingdale's. There is a brief intro in which Gribetz lays out his professional trajectory from trainee under Martin S. Traub to his role in merchandising. Like most of Traub's employees at Bloomingdale's, Gribetz praises Traub as a boss and as a person. He describes him as exciting, challenging, enlightened, and demanding. Gribetz attributes Traub's high standards to keeping workers excited and motivated. Traub is described as charitable in a number of the Bloomingdale's interviews but Gribetz shares a specific story of Traub organizing a massive fundraising effort for AIDS research after one of his buyers passed away from the disease. In describing the retail environment, Gribetz explains that a retail career is demanding and varied, and the hard work has discouraged many where others have thrived. Prompted several times to define Bloomingdale's milestones, Gribetz first discusses the team before Martin S. Traub's era and then the transitions and departmental changes that marked a real turning point with Traub. Bloomingdale's food business is discussed as a distinction among other retailers as well as the elaborate country promotions which were at their peak success at the time of this interview. The Bloomingdale's customer is described as being educated, affluent, adventuresome, and inventive. While Gribetz describes these qualities as being somewhat inherent in New Yorkers, he goes on to say that these ideas are present in customers in all regions and that Bloomingdale's still appeals to the mass market because it grants these qualities upon the customer.

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Carl Levine interview, 1986 December 16
US NNFIT SC.FITA.3.20.4.9.3.5 · Pièce · 1986 December 16
Fait partie de Academic Affairs records

Carl Levine describes his early years in the home furnishings business working for his small family business before talking about his start at Bloomingdale's. The Sr. VP of Home Furnishings at the time of this interview, Levine traces the major developments of the Home Furnishings department at Bloomingdale's throughout his 30 years at the department store. Describing the department as "having trouble" when he arrived in 1955, Levine speaks at length about Bloomingdale's decision to manufacture exclusive product overseas with a special attention towards accurate period reproductions. He then talks about working with Barbara D'arcy, the creator of Bloomingdale's innovative model rooms in the 1960s. Levine, who studied furniture and crafts and design at Syracuse University as well as the NY School of Interior Design, addresses the role of education in grooming a successful executive, especially in regards to understanding the history of fashion and design. In talking about Bloomingdale's CEO Marvin S. Traub, Levine describes his strong family life, his essential role as a diplomat in the creation of the country promotions, and his tireless determination and sense of humor. Finally, Levine addresses the concept of the "Bloomingdale's customer", taking into account the increasing number of Bloomingdale's stores across various regions.

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Julian Tomchin interview, 1986 November
US NNFIT SC.FITA.3.20.4.9.3.9 · Pièce · 1986 November
Fait partie de Academic Affairs records

This conversation has three main components: first, Tomchin discusses his work in the home furnishings department, consolidating the department into one cohesive collection under the guidance of a fashion director, similar to the structure of the clothing departments. This allowed the department to present more fully developed design ideas to the customer, encouraging the customer to work as her own decorator, just as the fashion departments allowed her to be her own stylist. Next, Tomchin speaks at length about Bloomingdale's emphasis on exclusivity of product, whether through the development of Bloomingdale's own signature products, through the introduction of new international products through the country promotions, or through the collaborative efforts between Bloomingdale's and manufacturers to create products that would be of special interest to the Bloomingdale's customer. This convseration focuses heavily on the importance of the educated buyer in understanding other cultures and being able to translate the excitement of products to the customer. Finally, Tomchin speaks to the major contributions and milestones of Bloomingdale's CEO Marvin S. Traub, who opened 5 new Bloomingdale's stores during the first 8 years of Tomchin's tenure with the department store. Traub is described as having a parental sense of care and interest in the store and as having a level of respect for the customer that translated into thoughtful selection and exhibition of products.

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US NNFIT SC.FITA.3.20.4.9.3.7 · Pièce · 1986 November 21
Fait partie de Academic Affairs records

This conversation takes place only a few weeks after Schaefer had joined Bloomingdale's as the Vice President of Marketing. Schaefer gives a quick recap of the previous 13 years of his career before talking about his thoughts on his new boss, Marvin S. Traub, as well as his new position at Bloomingdale's. Coming from first a marketing background and then, briefly, a retail background, Schaefer discusses the importance of retailers being fully aware of what people are reading, wearing, listening to, and even eating. This awareness is a qaulity of Traub's that Schaefer praises and which he attributes, in part, to making Bloomingdale's stand out in the retail industry. Schaefer also talks about Bloomingdale's distinguising itself by being a place of diversion, entertainment, and fun as opposed to being simply a mode of distribution. When discussing his job interview for Bloomingdale's, Schaefer recalls being impressed by the amount of thought and planning that evidently went into the future of the store and uses the country promotions as an example.

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US NNFIT SC.FITA.3.20.4.9.3.2 · Pièce · 1986 November 5
Fait partie de Academic Affairs records

This interview discusses Barbara D'Arcy's experiences working at Bloomingdale's as the designer of the model rooms from 1958 to 1973. A large part of the conversation focuses on D'Arcy's professional relationship with Marvin Traub, Chief Excecutive of Bloomingdale's and his role in the development of the aesthetic identity of Bloomingdale's. D'Arcy also discusses her transition from model room designer to her role as head of store design.

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Dennis Garro interview, 1987 January 16
US NNFIT SC.FITA.3.20.4.9.3.3 · Pièce · 1987 January 16
Fait partie de Academic Affairs records

This interview first discusses Dennis Garro's work experience leading up to his move from Macy's to Bloomingdale's in 1986. Garro briefly presents some of the main cultural differences between Macy's and Bloomingdale's as being inherenet within the California culture of Macy's and the New York City culture of Bloomingdale's. Garro shies from comparing Phil Schann (head of Macy's at the time) and Marvin S. Traub (head of Bloomingdale's at the time) other than to say that they were similar leaders. Garro describes Traub and Schann as being the type of leaders who challenge subordinates to continually look for new ways to make a better store. Traub is presented as having a drive to succeed at all things and he says that this is the same way he approaches his work. Garro discusses the Bloomingdale's business style as being merchandise driven as compared to consumer driven, though he does not consider the two as being so different. A discussion of fashion as being about different lifestyles leads to a discussion on Ralph Lauren's designs being fashionable yet traditional. As this was a period when the baby boomer generation was coming into its professional peak, Garro addresses the laid-back business approach of others in his generation, explaining that he as well as his peers are perhaps exceptions. As Senior VP and General Manager of the Men's, Boy's, and Children's divisions at Bloomingdale's, Garro offers insight into the challenges each department faces. He also predicts huge growth in the infant/ toddler division. Finally, Garro addresses the importance of assigning the right person to the right job and this leads to an exploration on the recruiting and staffing at Bloomingdale's. He describes the ideal recruit as someone who is driven, independent, and quick to respond. Garro states that a "thirst for a cultural background is more important than the actual cultural background."

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Alan Reyburn interview, 1987 November 16
US NNFIT SC.FITA.3.20.4.9.3.6 · Pièce · 1987 November16
Fait partie de Academic Affairs records

In this interview, Alan Reyburn talks about restuaranteuring in the context of the retail world. Reyburn ran all food operations at Bloomingdale's during the 1980s, including staff restuarants. After briefly describing his past hospitality job working for a cruise line, Reyburn explains that New York City is a restaurant city and the Bloomingdale's client is someone who considers food and dining to be part of the fashionable lifestyle. Reyburn attributes Bloomingdale's Marvin S. Traub for having the total vision that included food operations as part of the Department Store's success. Most notable among Reyburn's projects while at Bloomingdale's was Le Train Bleu, a rooftop restuarant designed to look like the luxury train used by travelers going between Paris and the Mediterranean. Reyburn shares a number of anecdotes about the inception, operation, and overall concept of Le Train Bleu. As Bloomingdale's was one of the few department stores to have its own restuarant at the time, Reyburn explains the challenges specific to running a restaurant within a retail environment. In regards to service, Reyburn believed that good service in the restaurant was even more important to the Bloomingdale's client than good service on the sales floor. Having traveled with Traub for business, Reyburn describes the Bloomingdale's CEO as being indefatigable, an adventurous eater, and keenly aware of his surroundings. He also describes Traub as having more vision than most retailers, seeing a broader picture and having a shorter temper.

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US NNFIT SC.FITA.3.20.4.9.3.11 · Pièce · 1987 January 16
Fait partie de Academic Affairs records

In this conversation, Marvin S. Traub talks about his start at Bloomingdale's, and details his first seven positions at the company. He describes the Bloomingdale's customer as being someone who is interested in change and forward fashion, someone who "likes different things at different times" and who expects Bloomingdale's to alert them to the newest trends. Traub expresses his pride at helping to develop the careers of some of the industry's influential designers and executives and credits Bloomingdale's success to its team of talented and respectful employees. Traub talks about the role his wife has played in his life and he discusses his three children and their endeavors. In discussing some of the major changes at Bloomingdale's during Traub's tenure, there is mention of the Country Promotions, the branded shopping bags, the in-house boutiques, and Bloomingdale's role as a cultural center within a community. Traub referes to several different people as role models and peers, including Jed Davidson, Martha Graham, Bill Blass, and his wife, Lee.

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US NNFIT SC.FITA.3.20.4.9.3.12 · Pièce · 1987 January 16
Fait partie de Academic Affairs records

As Bloomingdale's VP of Executive Recruitment and Development at the time of this interview, Margaret Hofbeck describes the department store's lengthy training program and how it affects the staffing at higher levels. Hofbeck details the steps that a new hire must take to grow in merchandising and she credits the immediate hands-on training to be what sets Bloomingdale's apart from other stores, in regards to training. Hofbeck talks about her earlier work in advertising and how she was hired at Bloomingdale's to work in labor relations, a position that was created exclusively for her. In regards to Bloomingdale's CEO Marvin S. Traub, Hofbeck credits him as being a pace setter and trend setter. Through Bloomingdale's, Traub has created an entire lifestyle that attracts both customers as well as strong merchandisers. As the one who oversees the recruitment, hiring, and training of all of Bloomingdale's employees, Hofbeck speaks from experience when she describes Traub's ideal employee to be a strong, creative entrepreneur with excellent taste as well as business sense. Hofbeck speaks to the vital balance between the creative side and the business side of Bloomingdale's and argues that the industry, at the time of the interview, needed people with a stronger business sense. This interview was conducted by Estelle Ellis, founder of Business, Inc., a business market research firm.

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US NNFIT SC.FITA.3.20.4.9.3.14 · Pièce · 1987 January 16
Fait partie de Academic Affairs records

In this interview, Stravitz focuses mostly on the challenges and successes he has faced in trying to expand the Bloomingdale's model into other markets. In doing this, he covers the importance of paying attention to each market's regional needs as well as ways in which marketing can be tailored to suit a particular market, culturally. At the same time, Stravitz explores what the New York store represents and how that can be carried through in other markets. A larger discussion of the crossover between department stores and specialty stores looks at what makes Bloomingdale's especially strong in both categories. As an example, Stravitz talks about the two "Bloomie's Express" specialty shops which Bloomingdale's had launched at JFK airport a few months before this interview. Stravitz describes the Bloomingdale's customer, across all markets, to be sophisticated, well-traveled, fashionable, and possibly affluent. In discussing his direct boss, Bloomingdale's CEO Marvin S. Traub, Stravitz describes him as deeply caring about the people he works with. He argues that Traub's personal concern for the business as well as the people connected to it result in high expectations as well as a supportive work environment. Traub's encouragement to try new things and his willingness to take the risk and support these ventures, Stravitz suggests, are what make Bloomingdale's an especially creative and entrepreneurial place.

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Barbara Bass interview, 1987 January 16
US NNFIT SC.FITA.3.20.4.9.3.8 · Pièce · 1987 January 16
Fait partie de Academic Affairs records

This interview covers broad subjects including women in the retail industry, family work balance, and the evolving role of the department store. The majority of the conversation concerns Bloomingdale's CEO at the time, Marvin S. Traub, with whom Barbara Bass worked closely. Bass talk about Traub's strong relationship with his wife, his high energy, his excellent listening skills, and his long-range style of thinking. Bass describes Traub as being pragmatic, and credits this as the reason why women and men are given equal opportunities in Bloomingdale's. Bass doesn't provide much information about her own job, only to describe her role as that of a "liason between the store line and the merchandising organizations." Though this was a time when there was speculation about the future downfall of department stores, Bass is positive in her statement that department stores will remain relavant as long as they continue to evolve with the customer. While Bass observes trends at this time to be less fast and severe than in the past, she does talk about Bloomingdale's as the birth place and death place of new trends. She then describes Bloomingdale's customer to be upscale, educated, "young-thinking", and traditionally dressed.

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Paul Leblang interview, 1989 December 28
US NNFIT SC.FITA.3.20.4.9.9.13 · Pièce · 1989 December 28
Fait partie de Academic Affairs records

In this 1989 interview Estelle Ellis interviews Paul Leblang about his time as a Senior Vice-President and Marketing Executive at Saks Fifth Avenue. They discuss the evolution of Saks' folio (or catalogue) business; the creation and implementation of the Fifth Avenue Club; the need for Saks to expand beyond the purview of evening wear; and how a store must expand while still maintaining consistent quality control. They touch upon the changing roles of women in society and how stores must adapt to this generational shift and how the oversaturation of retail stores in American society led to the closure of many of the retail greats, including Bonwit Teller.

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Ralph Lauren interview, 1990 September 5
US NNFIT SC.FITA.3.20.4.9.1.4 · Pièce · 1990 September 5
Fait partie de Academic Affairs records

This interview with Ralph Lauren explores his life growing up in the Bronx and how he started his career in the fashion industry. He provides insight to his design process and the company products, which vary from clothing to furnishings and linens.

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US NNFIT SC.FITA.3.20.4.9.6.2 · Pièce · 1993 September 16
Fait partie de Academic Affairs records

Interview with Eugene Grisanti, Chairman, President, and CEO of International Flavors & Fragrances, about Annette Green and the Fragrance Foundation. Discusses the history of trends in fragrance and the history of fragrance itself.

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Annette Green interview, 1996 March 12
US NNFIT SC.FITA.3.20.4.9.6.9 · Pièce · 1996 March 12
Fait partie de Academic Affairs records

This interview discusses Annette Green's contributions to The Fragrance Foundation. It begins with a discussion on the history of the company, Green's initial introduction and eventual rehabilitation of the foundation, and it's current position in the industry. Green discusses her involvement with starting the Cosmetic and Fragrance Program at FIT.

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Steven Stipelman interview, 2022 May 31
US NNFIT SC.FITA.3.20.4.9.10.38 · Pièce · 2022 May 31
Fait partie de Academic Affairs records

In this interview, Karen Trivette interviews fashion illustrator Steven Stipelman about his career as a fashion illustrator and his work at the Fashion Institute of Technology.

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US NNFIT SC.FITA.3.20.4.9.1.8 · Pièce · 1981 October 29 and November 5
Fait partie de Academic Affairs records

Fred Pomerantz, long-time CEO and founder of Leslie Faye, discusses his start in the ready-to-wear business at age 10. Although he was briefly fired for insubordination, by age 18 he was running all of M.B. Kaufman. He then went into business with his brother, Michael. Pomerantz Brothers sold fur coats, and Fred talks colorfully of his sales methods. After enlisting as a teen during World War I, Fred attended a training camp. He talks about being the only Jewish person there and how, after being bullied to the point of being hospitalized, he came back and gained the respect of the rest of the camp. After a falling out with his brother ended their joint business endeavor, Fred founded Fred Pomerantz, Inc. and started in the dress business. That would lead him to found Silver Pom, for which he procured a factory in Mechanicsville, New York. Fred eventually moved to California to get into the retail business. He mentions proximity to Hollywood and tells the story of inviting 100 people to see him act in a Cary Grant film, only to find that his scene had been cut. Fred got into the retail business out west to little success and eventually returned to New York where he took a job with a piece goods house. Fred talks about the launch of Pommette and the realization of his dream to open Leslie Fay: a firm encompassing fashion, fashion shows, and annual advertisements in major women’s magazines. He tells a colorful anecdote about Dorothy Dean of AMC, and mentions his column in Women’s Wear entitled, “If I Was the King of Garment Town.” Fred goes on to say that Leslie Fay was the first company to produce petite dresses, and details his hard policies on sales. Leslie Fay went public in 1962 and Fred began building management up and increasing staff, while ensuring the maintenance of exceptional quality control. Fred also discusses two presidents of his company: Zachary Buchalter and John Pomerantz, his son.

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US NNFIT SC.FITA.3.20.4.9.4.3 · Pièce · 1996 May 21
Fait partie de Academic Affairs records

Alan Fishman, the son of Shirley Goodman, discusses Goodman’s role in the early days of FIT. Goodman had worked on the World’s Fair with Grover Whalen, and was eventually introduced to the group of successful businessmen who were founding the institute out of the High School of the Needle Trades. Fishman describes his mother’s intense and lasting advocacy for the institute, though she came in without fashion industry experience. Fishman began working in the FIT mail room during his high school years. He recalls putting fliers together to announce that FIT was building a new building with the firm Deyoung & Moskowitz. Fishman then launches into a colorful description of the exchange trade fair with the U.S.S.R. in Moscow. He witnessed the infamous “Kitchen Debate” between Nixon and Krushchev and performed with a host of American models to showcase the American take on fashion. Following that summer, Fishman attended Cornell and graduated in 1966 with two years spent in Italy. He was briefly drafted, but exempted from service in Vietnam due to his family situation. He returned to FIT in 1966 as a part-time faculty member in the Fine Arts Department. Fishman discusses FIT’s international involvements and his placement at the Polimoda school in Florence, Italy for 7 years at the behest of Marvin Feldman. He describes FIT’s demographics in the 1960s and how those have changed in the years since. He then discusses other roles he has held at the school including time spent working with Deyoung & Moskowitz on the development of the FIT campus. He explains the Fine Arts Department’s role at FIT and the founding of the Artisan Space Gallery. Finally, Fishman notes his mother’s involvement with the “Inner Circle,” an elite group of leading women in the fashion industry.

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Peter Scotese interview, circa 1994-1995
US NNFIT SC.FITA.3.20.4.9.4.10 · Pièce · circa 1994-1995
Fait partie de Academic Affairs records

Peter Scotese, the Chair of the board of trustees at FIT, joined in 1970. He discusses his appointment to the Board of Education and his advantageous textile manufacturing experience as the CEO of Spring Industries. Scotese lists board members he worked with at the start and later notes how the board has increased its reach. He describes the on-going support that the Educational Foundation for the Fashion Industries provides FIT and touts the unique offerings of the school such as the Shirley Goodman Resource Center. Scotese also mentions industry support and the ways in which adjunct professors provide a contemporary vocational education to the students at FIT. He then discusses various departments and how their growth is shaped by the industry. To illustrate, he mentions Andrew Goodman and the founding of the buying and merchandising department. Scotese says that the fur industry is pushing FIT to build a program, and that he sees quite a lot of opportunity in the emergence of home fashions. Finally, Scotese explains his Horatio Alger award and pays homage to successful designers such as Emilio Pucci, Nicole Miller, Ralph Lauren, and Calvin Klein.

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US NNFIT SC.FITA.3.20.4.9.4.12 · Pièce · 1994 December 1
Fait partie de Academic Affairs records

Annette Piecora joined FIT in 1977 as a clerical assistant under Gladys Marcus and Jean-Ellen Gibson, the chair of the social science department. Piecora would work in both the personnel department and faculty services department before finding a long-term position in the president’s office. Piecora mentions meeting her husband, Professor Steve Harrington of the social services department, through FIT. Piecora worked with Marvin Feldman and Allan Herschfield, and discusses how she began working for the Board of Trustees as assistant secretary of the college. Piecora expresses excitement for recent funding which would allow distance learning and talks of planning an upcoming 50th anniversary holiday party. She then lists many changes at FIT in faculty and student make-up and also mentions how its rapid growth and budget cuts have led to a loss of community in some senses. However, she credits the important work of the union in restoring gain-sharing relationships and holding the college together. Picora describes her work with the Student Faculty Cooperation which determines funding for various arms of Student Life. Finally, she remembers the dedication of the Marvin Feldman Center and goes on to discuss budget cuts and her own work on the union’s executive committee.

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Gibbs Murray interview, 1994 December 6
US NNFIT SC.FITA.3.20.4.9.4.18 · Pièce · 1994 December 6
Fait partie de Academic Affairs records

Gibbs Murray, Chair of the Display and Exhibit Department at the time of this interview, talks about the origins of the program as a double degree in fashion display and photography in the 1960s. He discusses how the Display and Exhibit Department’s singular, comprehensive nature has led to exponential levels of enrollment in recent years, and mentions student exhibitions in conjunction with companies such as Chanel, Patrick Kelly, and Romeo Gigli. Murray details a close relationship with the National Association of Display Industries, and talks about how the advisory council gives valuable feedback to students. He discusses the student body and notable alumni from the program, emphasizing that FIT is uniquely situated for the study of visual merchandising. Murray then mentions industry seminars put on by the department and underscores the value of FIT’s 2-year vocational training. Murray ends the interview with his hopes for an art and design shop at the school.

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Eve Pollack interview, 1995 March 6
US NNFIT SC.FITA.3.20.4.9.4.21 · Pièce · 1995 March 6
Fait partie de Academic Affairs records

Chair of the Marketing Department at the time of this interview, Eve Pollack explains the educational and professional trajectories that led her to a position at FIT in 1978. As her father was a textile converter, Eve found a career in buying haute couture to be a natural fit. She worked in the financial sector as well before being offered an adjunct position teaching a class called “Introduction to the Fashion Business,” at FIT. Pollack discusses the changes she has witnessed in both the student body and the industry itself. She explains her philosophy on the pedagogy of marketing and how Marvin Feldman came to appoint her head of the Fashion Buying and Merchandising Department (FBM). Pollack then discusses linkages to the marketing industry as well as connections with other schools who send her students. As faculty adviser to the Merchandise Management Society, Pollack has set up an affiliation with the American Marketing Association. Each year the association puts on a competition in New Orleans, and Pollack’s students have won several times. Pollack talks about the upper division of FIT’s Marketing Department and how it has come to be recognized as a viable business school. She emphasizes that the future of marketing education is general and addresses all aspects of the industry. Pollack mentions a close relationship with John Pomerantz, who was on the board at the time, and talks about utilizing professional connections to find exemplary adjunct professors. Finally, she discusses the state of marketing in fashion as international sourcing increases and closes with a run down of her current faculty and students.

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US NNFIT SC.FITA.3.20.4.9.4.26 · Pièce · circa 1994-1995
Fait partie de Academic Affairs records

Chair of the Manufacturing and Management Department at the time of this interview, Saul Smilowitz discusses his life at FIT. He began as a student, graduating in 1953, and returned to teach in 1965 and again in 1989 after a brief hiatus. He talks about FIT’s dress code in the 1950s and how the student body has evolved over the years. Smilowitz discusses the department’s difficulty in recruiting for middle management positions in the industry. He describes their upcoming evaluation by the American Apparel Manufacturers Association; only four colleges have been accepted by the AAMA, FIT being one of them. Smilowitz talks about how they train students for the manufacturing industry and how emphasis on swift, mass production has intensified. He mentions the various degree levels offered in his department, and their move from a factory-oriented focus to a liaison-oriented focus. Graduates of the department have high placement rates and have ended up in major manufacturers such as Liz Claiborne, Nike, and Anne Klein. He talks about how alumni come back to check in at premier industry seminars and events such as the Bobbin Show. Smilowitz then discusses ethnic changes at FIT and how many international students return home with a coveted degree. He details remedial and bridge classes that allow students to matriculate to the upper division, and then talks about how active faculty involvement and continuous evaluation of course offerings keep the department current. Smilowitz goes on to discuss issues in the industry such as sweatshops and how they educate their students on OSHA to avoid such abuses. He then talks about union support and the scholarships offered by the AAMA to FIT students. Finally, he expresses pride in the department’s ability to offer real world experience to students during their time at FIT.

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