“Sometimes in fashion people can feel too cool, unavailable, a bit laconic, and for me, I’m just never going to be that person. Oh well, first of all, I feel like we’re one of the couples in the beginning of ‘When Harry Met Sally.’ “I mean, this is not how we normally sit, guys. Well, what I love about Chloe is obviously she’s brilliant and interested in so many different things. And of course, she appreciates and loves fashion, but she is not a fashion obsessive. And I think that it’s actually a great gift to have when you’re looking at the landscape of Vogue and you’re looking at fashion as part of the cultural landscape, to be able to have not too insider a view of what it is — that she can step back and think about it from a broader perspective.” “Anna was very pulled back at the beginning of the March issue planning, and she was letting everything simmer. And then before it came to a boil, she tapped in to just check in, and pulled me into her office and said, ‘Chloe, everything in the March issue, it looks good. It’s OK, but I want to know where is the you? What makes this issue yours? Where are the weird dogs?’, was the exact quote. And it was very liberating for me because I do feel the pressure of carrying on this enormous legacy. But I — having Anna say that to me allowed me to think about, ‘But what makes this exciting to me right now?’” “Any great editor is going to have a strong personality. And what they see, what they feel, what they think is going to be reflected across all of our platforms.” “I am very inspired by what Vogue has been for a long time, and especially in the last 37 years. It’s exciting to me, and I think that the people who I’m most excited by consistently are people who are really true to who they are and what excites them. And for me, that’s been a real guiding principle. I don’t want the fact that I may be editing Vogue now to mean that I’m someone who’s intimidating to talk to at kindergarten dropoff. That’s just not who I am.” “Chloe is her own person. She’s going to have her own vision. She’s going to put her own stamp on Vogue. And yes, it will take a little time, but she is not A.W.-lite in any way. And that’s not what we wanted. We wanted someone that was clearly her own person, that clearly believed in her vision. And I think people should get over comparisons and look at people as individuals. And Chloe is already a great Vogue editor.” “Something that I really tried to learn from and mimic is Anna is so dogged about checking in on things, and pushing you and keeping things going. And I find myself feeling so stretched in so many different directions, and it’s so important to me to really feel present and available to the people on the Vogue team, to my husband, to my children, to my mother.” “When I first came to Vogue, I — American Vogue — I had very small kids, and I remember how difficult it was to balance all of that. So that is something that I urge you to prioritize because it really is vital.” “We’ve been building in my house a 3,700-piece Lego of the Daily Bugle newspaper office, and it’s been very exciting to me because now my son thinks that superheroes work in print media.” “You’ve got me excited thinking about this now. What would I do? I would build a whole new podcast studio. I would pay everyone 30 percent more. I would make sure the social team had more people on it because they’re working all the time. I would have our app staffed more fully. We have so many ideas about shoots that we’re excited about doing that take people on adventures, and those budgets would really help with that. And we are still finding ways to do these things. But — there’s always more you can be doing.” “But to be clear, Jessica, we have a very healthy budget at Vogue. And how we use it and use our resources is constantly changing depending on the moment.” “About 30 minutes ago before this interview.” “Oh, for me too? I don’t get nervous.”

Los Angeles, Long Beach and San Diego are among the world’s least affordable cities for homebuyers, a recent report says.

When the price of a regular home is compared to regular local salaries, Los Angeles, Long Beach, San Diego and San José were among the five least affordable cities in the world, according to a survey from financial services provider Remitly conducted late last year.

Relative to local pay scales, the cities are more expensive for homebuyers than New York, Paris and Singapore, Remitly’s analysis says.

In Los Angeles, a single buyer earning the local average salary could afford a home worth only 28% of the average property in the region, according to the survey. Residents of San José can afford to buy a home worth only about a quarter of the average.

“This could mean they would have to stretch themselves financially, often finding larger down payments or asking for financial help from family to be able to make their dream of owning a home a reality,” the report said.

Two additional Bay Area cities appeared on the “20 least affordable” list. San Francisco came in at 10th place, while Oakland ranked 19th.

California homes are about twice as expensive as the typical midtier U.S. home, according to a recent report from the state Legislative Analyst’s Office. As of December, the average home price in California was $755,000, the report said.

Researchers looked at property prices, average salaries pre-tax, mortgage, interest rates and down payments and deposits to compare housing affordability across 151 cities in 11 countries.

Countries were chosen as they ranked in Remitly’s previous study of the most popular countries to move to. The study included the 50 U.S. cities with the highest populations. It excluded the United Arab Emirates and Japan because of insufficient data. The only Asian city the researchers included was Singapore.

Property prices were taken from national statistics agencies and real estate databases, the study said. Income figures were from national and regional datasets.

Detroit — where a person making the local average salary could afford more than two times the average property price — was named the world’s most affordable city to become a homeowner. It was the only U.S. city to make it onto the list, which otherwise consisted of German and Italian cities.

Michael Lens, professor of urban planning and public policy at UCLA, said the “writing has certainly been on the wall” for California’s housing market to be considered the most expensive in the world.

California’s draws include its “unparalleled amenities” and strong job market, Lens said. But “we make it very challenging to build enough homes to satiate the demand,” he said.

“That combination of low supply and relatively high affluence for some parts of our country make the baseline of an entry-level home very expensive,” Lens said.

Detroit’s ranking as the most affordable city in Remitly’s list reflects the city’s decades-long population loss, driven by white flight and a decline in the auto industry, Lens said. Vacancy rates are high because it was built to house a population that was once much larger.

Another major restaurant chain is shrinking in parts of the U.S.

Pizza Hut’s parent company Yum Brands plans to close 250 U.S. locations of its nationwide retail footprint, in the first half of 2026.

Yum Chief Financial Officer Ranjith Roy said on a Wednesday earnings call that the “targeted closures of underperforming units” are a part of what the company has dubbed its “Hut Forward” strategy — which also calls for more marketing support and an update of the chain’s technology and franchise agreements.

There are about 20,000 Pizza Hut locations worldwide, with roughly 6,400 in the U.S., according to the company’s November Securities and Exchange Commission filing.

Yum didn’t respond to a request for comment.

The company has not yet said which stores it plans to close. Employees at five Pizza Hut locations across Los Angeles County said they did not know if their stores would be affected.

In November, Yum said in a statement it was launching a “review of strategic options” for the Pizza Hut brand and hinted that it was considering a sale.

“Pizza Hut’s performance indicates the need to take additional action to help the brand realize its full value, which may be better executed outside of Yum! Brands,” Chris Turner, the company’s chief executive, said in the statement. “To truly take advantage of the brand we’ve built and the opportunities ahead, we’ve made the decision to initiate a thorough review of strategic options.”

In addition to Pizza Hut, Yum Brands owns Kentucky Fried Chicken; Taco Bell, founded in 1962 in Downey; and Habit Burger & Grill, founded in 1969 in Santa Barbara.

As of November, the company franchised or operated more than 62,000 restaurants across more than 155 countries and territories, according to its SEC filing.

Yum shares have risen by more than 20% in the last year.

For its fourth quarter, which ended on Dec. 31, the company reported a net income of $535 million, up from $423 million the previous year.

The company’s financial results were buoyed by strong performances from Taco Bell and KFC, which saw same-store sales increase by 7% and 3% in the fourth quarter, respectively. In comparison, Pizza Hut’s performance lagged, with same-store sales falling 1%.

The first Pizza Hut opened in 1958 in Wichita, Kan. The restaurant rapidly added locations and was acquired by PepsiCo in 1977.

In 1997, PepsiCo spun off Pizza Hut, Taco Bell and KFC into Tricon Global Restaurants Inc., according to the Washington Post. Tricon changed its name to Yum in 2002.