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What We Can Learn From Renewcell’s Financial Struggles

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What We Can Learn From Renewcell’s Financial Struggles

Ordinarily, I subscribe to the belief that in sustainability discussions, opinions are redundant; we should lean on the science. But, yesterday a conflation of both was enlisted in an outcry for answers as to why Renewcell, fashion’s leading textile-to-textile recycling technology, had filed for bankruptcy. The science (and resulting technology) is solid; the route to profitability less so. And it’s the latter that really matters.

Yes, Renewcell’s advanced textile recycling process works—I saw it with my own eyes at the inaugural launch in Sweden of their first (and now painfully numbered) Renewcell 1. But I wondered, from inception, how a facility in Sweden could help fashion brands—Renewcell’s target customer—to solve the problem they seemed to care about most: recycling post-consumer waste. ‘Old jeans turned into new jeans’ was effectively the technology’s strap line, and a fair one in terms of the company’s ambition and technical potential. But the reality was that their advanced chemical recycling process—like all others of its kind—requires a highly specific waste input (at least 95% cotton, at the time I visited Renewcell 1); a need best met by post-industrial (off-cut waste) on factory floors in manufacturing countries, not discarded clothes from consumers.

My (curiosity-led and objective) question to Renewcell, Circ, Infinited Fiber and other similar technologies has always been: ‘since you require homogenous waste of a specific composition and quality, and in large and consistent volumes—conditions currently best met by post-industrial waste streams—why are your technologies in Europe and the U.S. where those needs cannot be met?’ And, ‘why aren’t you in the textile supply chain in Asia, alongside the factories who can provide your waste input, and purchase your recycled output?’ Why, I still wonder, is the hopes of textile-to-textile recycling hinged on fashion brands in the Global North with other priorities, who procure products from the supply chain in the Global South? Why isn’t the advancement of textile technologies being integrated into the supply-chain, since brands procure and sell finished goods, not fibres?

The answers have often been a combination of these: ‘the investors are investing here [in the global north]’; ‘the brands are here, so we’re here’, or ‘we can achieve our lowest carbon footprint here due to renewable energy’. Sweden offers abundant renewable energy, and that was certainly a factor for Renewcell. However, last week I revealed that India’s rapid transition to renewable energy will soon answer that need, but I guess we may never know if the overall business case for Renewcell stacks up there.

And here we come to the central challenge I observe with advanced chemical recycling technologies setting up shop outside of manufacturing hubs and outside of readily available feedstock reserves: absent infrastructure and supply chain integration. It’s a fact that the majority of the world’s textiles and clothes are made in Asia. Around half of all textiles are made in China. It’s also a fact that consumption in the Global North’s mature fashion markets is stagnating (as examined astutely by researcher Lutz Walter). Conversely, markets in Asia are set for rapid growth in step with the expanding middle class, particular China and India. India is the most promising hope for textile circularity, but this success depends on the viability for each stakeholder along that supply chain. This requirement for a ‘business case’ has been somewhat ignored in the commentary following Renewcell’s bankruptcy filing, where the financial faltering was reportedly due to ‘a lack of orders from brands’. This reluctance to place orders points to the absence of a business case for Renewcell’s recycled ‘Circulose’ fibers in the competitive and price-driven textile supply chain.

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Renewcell’s business model placed the onus on brands to order its recycled ‘Circulose’ dissolving pulp, which is much like pieces of cardboard that are shipped to textile spinners in Asia, rehydrated to release the fibers and then mixed with other fibers like cotton. The combined fibers are then spun into yarns, before being sent to textile mills to be made into fabrics. Relying on brands to prioritise this manner of materials sourcing is about as far removed from their business expertise and motivations as you can get; precious few brands buy any fibers at all—most don’t even know where their fabrics are made, let alone their origin of the fibers that went into them. Instead, brands typically rely on their nearest (tier 1) garment manufacturers to source textiles on their behalf, and to handle all the costings to make the economies of scale and unit pricing work, on the brand’s behalf.

Consider this: a brand facing today’s tough economic outlook can either commit far in advance to sourcing a more expensive (but lower environmental impact) ingredient for future spinning into textiles in a volatile market, or, they can continue to ask their garment suppliers to source the ready-made cheaper equivalent in final textile form at the time they need it. The mistake here is to assume that if the science and tech stacks up, and the output is of high quality and low impact, it will succeed off the back of brands’ commitment and storytelling to consumers. In fact, a business case for buying the fiber must exist, and one that isn’t at odds with brands’ upholding their fiduciary duty to maximise profits for shareholders; the absence of orders for Renewcell’s Circulose indicates that this business case does not currently exist. And this is not only a shame and a sadness for the brilliant Renewcell team members, but also its supply chain—the factories and waste handlers in Bangladesh, Turkey and Kenya, who had agreements to sell and ship their waste to Renewcell, but now must search for another market for it, hurting their livelihoods.

Where there is an existing supply chain—end-to-end—there is infrastructure and operational data to evaluate the business case for textile-to-textile recycling technologies, without relying on sustainability storytelling, and hoping that planetary good will will trump economics and profit maximisation. Currently, without environmental imperatives driving decision-making, the only other ones are financial. A new, low impact material cannot rely on realignment of corporate morality in order to compete with, or displace, incumbents—this harsh truth is critical.

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Experts in countries like India and Bangladesh who are sourcing fibers, spinning yarns, knitting and weaving fabrics and making garments at fixed unit prices in fluctuating markets, on behalf of brands, are likely best placed to evaluate and integrate new recycling technologies. There is already a well established mechanical textile recycling supply chain in India’s, for example, and the business case for building out advanced chemical recycling beyond this would be evaluated and demonstrated as a function of demand, volumes, technical feasibility, Capex and projected revenues within the textile economy that exists. This seems a logical next step for advanced recycling of textiles (and one I will evaluate in my next article).

Hopefully the next phases of textile-to-textile to recycling will be catalysed in the heart of the supply chain in Asia, where recent waste analysis by Fashion for Good and Canopy, and the establishment of India’s Re-START Alliance, shows hope for expansion of a viable circular textiles economy.

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IMF, World Bank say restoring relations with Venezuela, recognizing interim government

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IMF, World Bank say restoring relations with Venezuela, recognizing interim government
Recognition of the Rodriguez government grants legitimacy and potentially unlocks new financial support, both from official sources and potentially from the private sector, an expert told AFP (Kent NISHIMURA) · Kent NISHIMURA/AFP/AFP

The IMF and World Bank said Thursday they are restoring relations with Venezuela, further legitimizing the interim government and opening new doors to financial support.

“Guided by the views of International Monetary Fund members representing a majority of the IMF’s total voting power, and consistent with long standing practice, the Managing Director Kristalina Georgieva today announced that the IMF is now dealing with the Government of Venezuela, under the administration of acting President Delcy Rodriguez,” it said in a statement.

Over recent days, the Fund polled its members on whether they saw Rodriguez as the legitimate leader of Venezuela.

The World Bank quickly followed the Fund in recognizing the Rodriguez government, saying in a statement, “Guided by the outcome of the IMF’s polling process, the World Bank Group today announced that it is resuming dealings with the Government of Venezuela, under the administration of acting President Delcy Rodríguez.”

Recognition of the Rodriguez government by both institutions paves the way them to formally begin economic data-gathering, provide technical advice,  and to potentially offer financial support to the government, if Venezuela were to ask for it.

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Relations between the financial institutions and Venezuela broke down in March 2019 when the Fund recognized the country’s opposition — which controlled parliament — as the legitimate government of the South American country.

Rodriguez was the country’s vice president until early January, when US forces captured Venezuelan President Nicolas Maduro in a shock overnight operation. Rodriguez was subsequently made interim president.

Since then, Washington has exerted heavy pressure on the country to open its economy to foreign investment — especially its energy sector.

“Trump frequently and publicly talks about how much he likes Delcy and how closely they’re working together,” Henry Ziemer at the Center for Strategic and International Studies in Washington told AFP. “But the institutional recognition is, I think, an important next step — going beyond the personal to the institutional.”

“It’s important for Delcy’s appearance of legitimacy,” he said.

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Beyond the funds that could now flow from the IMF and the World Bank, the institutional recognition could reassure foreign private investors who were anxious about taking bets on the country.

“I think as many green lights is good, I should say necessary for foreign direct investment to start flowing into Venezuela,” Ziemer said, while noting that the security situation was still fragile.

The announcement comes during the week-long IMF-World Bank Spring Meetings that has drawn thousands of government officials, economists, investors and observers to Washington.

Behind the scenes, the US has encouraged greater engagement with Venezuela under Rodriguez.

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On Tuesday the US eased sanctions on the Venezuelan Central Bank, while on the same day US Treasury Secretary Scott Bessent previewed this decision, saying the Fund was “working on bringing Venezuela back in, to make it look more like a normal economy.”

Rodriguez, a veteran of the left-wing “Chavista” Venezuelan political movement, is the first woman to sit atop Venezuela’s government.

Her position over the long-term is not guaranteed, however.

Last week, Venezuela’s opposition called for fresh presidential elections, citing the country’s constitution.

pnb/mlm/sla

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Bank of America’s 18,000 financial advisors just got a new AI tool as the company posts a record quarter | Fortune

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Bank of America’s 18,000 financial advisors just got a new AI tool as the company posts a record quarter | Fortune

Good morning. Bank of America posted its strongest earnings in nearly two decades, and CFO Alastair Borthwick says AI is becoming key to the bank’s performance.

The bank reported on Wednesday that Q1 2026 net income was $8.6 billion, with earnings per share up 25% to $1.11, which is the highest level in almost 20 years. On a media call, Borthwick pointed to AI as an increasingly important driver, highlighting a new internal tool for financial advisors.

The Meeting Journey tool helps advisors prepare for client meetings by pulling together key information. BofA has about 18,000 financial advisors across its wealth management platform, serving millions of clients, he said. Before meeting with a client, advisors regularly need to update themselves with a wide range of information such as client history, recent activity, and CIO guidance, he explained. 

The tool searches and consolidates client relationship insights and recent activity into ready-to-use prep materials and, with client consent, acts as an AI notetaker during virtual meetings. It also summarizes meeting decisions and next steps based on those notes. The goal is to cut down hours of manual prep and free advisors to focus on client relationships.

“Efforts like this translate into results,” Borthwick said, pointing to record first-quarter revenue and improved cost control. 

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Preparing for meetings once meant pulling data from multiple systems; now much of that work is automated, he said. “Not necessarily the judgment—that can be human,” Borthwick added. The bank invests around $13.5 billion annually in technology, including approximately $4 billion on new initiatives like AI.

More broadly, BofA’s strong quarter was driven by several factors:
—Net interest income rose 9% to $15.9 billion as loan and deposit growth accelerated.
—Trading revenue hit $6.3 billion—its best in roughly 15 years—boosted by a record high 30% jump in equities.
—Investment banking fees climbed 21% to $1.8 billion on a solid M&A market.
—Asset management fees grew 15% to $4.2 billion.
—Productivity gains, including from AI, helped the company maintain cost discipline and improve its efficiency ratio by 170 basis points to 61%. 

With revenues outpacing expenses, BofA achieved its third consecutive quarter of operating leverage at 2.9%. This week, Morningstar raised its fair value estimate for BofA to $65 per share, up from $58.

Amid ongoing uncertainty around geopolitics, rates, and credit, Borthwick said the bank’s data shows a resilient U.S. consumer. Unemployment remains at around 4.3%, supporting spending, while a recent rise in gas outlays hasn’t materially changed the broader picture, he said. “You can see that in our asset quality,” he added.

Sheryl Estrada
sheryl.estrada@fortune.com

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Christopher Filiaggi was appointed interim CFO of Corebridge Financial, Inc. (NYSE: CRBG), effective April 24. Filiaggi, chief accounting officer of Corebridge since 2023, will serve as interim CFO while the company prepares for its planned merger with Equitable Holdings, Inc. This appointment follows the previously announced transition of CFO Elias Habayeb. Prior to his current role, Filiaggi held finance leadership positions with Corebridge and American International Group, Inc.

Sean McCabe was appointed CFO of Cineverse, an entertainment technology company (Nasdaq: CNVS), effective April 20. He succeeds Mark Lindsey, with whom the company is in discussions to transition into a senior financial consulting role. McCabe previously served as VP and corporate controller at Cineverse in 2023 and 2024. He returns from Freestar, an ad-tech company, where he led accounting and finance teams and worked on mergers and acquisitions, treasury, and capital structure optimization. Before joining Freestar and Cineverse, McCabe held controller positions at Jukin Media, Fulgent Genetics, and National Grid.

Big Deal

BridgeWise’s inaugural “State of AI for Wealth in 2026” report finds that 78% of respondents globally are using AI tools for investment-related queries, with nearly half (45.7%) emerging as power users, consulting AI “always” or “often” when seeking investment information. The global study is based on 2,100 respondents across 19 countries.

The report also introduces a Global Wealth AI Optimism Index, a proprietary benchmark that evaluates the 19 included countries through four weighted pillars: adoption (AI usage frequency), confidence (trust in AI accuracy), edge (perceived competitive advantage when using AI for investing), and momentum (intent to replace traditional investment research with AI).

Going deeper

“From wool sneakers to GPUs: Allbirds’ desperate AI pivot and 600% stock surge, explained” is a Fortune article by Phil Wahba.

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On Wednesday, Allbirds, a sustainable footwear brand, “announced that it had secured $50 million in financing to turn itself into a tech company with a ‘long-term vision to become a fully integrated GPU-as-a-service (GPUaaS) and AI-native cloud solutions provider’ and that it would change its name to NewBird AI,” Wahba writes. You can read more here.

Overheard

“When people understand how their work drives the company’s value, they act like owners: they innovate, they solve problems, and they stay.”

—Vicente Reynal, chairman, president, and CEO of Ingersoll Rand, writes in a Fortune opinion piece titled “Here’s how employee ownership helped drive more than 8x enterprise value growth.”

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Buyers snap up homes for $200,000 under asking price as ‘fear and mystery’ grips Aussie property

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Buyers snap up homes for 0,000 under asking price as ‘fear and mystery’ grips Aussie property
Buyers are reporting making ‘lowball’ offers and having some success. (Source: REA/Getty)

When George Cherchian attended an open home in Sydney’s west recently, he was on the look out for one thing. A key detail would indicate how much competition he would have in vying for the house.

He attended every inspection for the property prior to the scheduled auction date. And when he didn’t see it, the buyers agent knew he was in a good position.

“I went to every single open home, and what I look for there is essentially the same faces. So if I’m seeing your face at every open I go to for one particular property, it tells me that you are just as interested in it as my clients are, or as I am,” he told Yahoo Finance.

“But that wasn’t the case here, we didn’t have any sort of repeat faces.”

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In the end, he put an offer in ahead of the planned auction date. Despite it being considerably lower than the advertised asking price, the vendor ultimately accepted it.

On behalf of the buyer, he secured the Baulkham Hills property for $1.9 million, $200,000 below the $2.1 million asking price.

Cherchian explained that in this particular case the vendor was in a position “where they couldn’t really afford to defer the settlement” as they had to sell because they had committed to buying another property.

But as “caution” grips property markets in Australia’s capital cities thanks to rising interest rates, higher fuel prices, ongoing uncertainty with the Iran war and impending policy changes around the taxation of investment properties, Cherchian said the sale is emblematic of the opportunities buyers can find right now in a less competitive market.

“Now that there are not as many buyers to contend with, there’s almost a bit of a window of opportunity for those who are able to make a decision,” he told Yahoo Finance.

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Overall, he said many buyers in Sydney were showing increased “caution” during so much uncertainty. As a result, “the things that need to transact, they are transacting at a discount”.

An auction for an Australian house with limited interest.
It’s been years since buyers were perceived to have much leverage in most Aussie housing markets. (Source: Getty)

Auction clearance rates in Sydney and Melbourne dropped in March, with the most recent results from April showing a clearance rate of just 54 per cent in Sydney, according to Domain, about 10 per cent lower than at the same time last year.

Dwelling prices went backwards in Sydney and Melbourne in the March quarter this year, according to property data giant Cotality. Prices fell 0.6 per cent in Melbourne and 0.2 per cent in Sydney.

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