Slicing Ties With the #GirlBoss and Eyeing the Suburbs: How Jen Cho Is Rethinking the Wing

Bear in mind The Wing? Cofounder Audrey Gelman, a political guide and “it” lady, as soon as described her social-club-coworking-space-crossover as a “ladies’s utopia,” the place lady bosses might collect round terrazzo tables and change concepts over turmeric lattes. It felt like a radical idea when it was based in 2016. Gelman and her companion Lauren Kassan, who got here from a health startup, rigorously cultivated the membership’s highly-manicured bodily aesthetic (millennial pink; mid-century fashionable), mission (Instagrammable feminism), and membership—which included a circle of high-profile writers, celebrities, and activists, a lot of whom paid $3,000 yearly for entry to The Wing’s varied areas and unique networking occasions.

However cracks in The Wing’s shiny veneer began to point out in 2019, when experiences surfaced about informal racism occurring inside the membership. In August of that 12 months, two Black members said a white visitor accosted them over a parking spot outdoors the membership’s West Hollywood location. In a separate incident, one white member purportedly checked out photograph board of Wing staff and remarked, “There’s quite a lot of coloured women that work right here.” In an exclusive essay for ELLE, former worker Roxanne Fequiere referred to as out The Wing’s administration for remaining “curiously dedicated to the concept merely bringing ladies collectively was in and of itself the rising tide that might carry all boats,” particularly when it got here on the expense of staff of colour.

headshot of jen cho

Jen Cho, new CEO of The Wing.


On the onset of the pandemic, what was as soon as a budding feminist empire had all however fully collapsed: All 12 of its areas closed down, and Kassan and Gelman announced that 95 % of the corporate’s income disappeared. By early April, the corporate had laid off half its HQ employees and nearly everybody who labored on the membership’s bodily areas. Three months later, Gelman introduced her resignation as CEO (though she reportedly remained on the board and maintained an possession stake within the firm) amid a staff-led “digital walkout” in protest of the corporate’s issues.

Two years, one very public reckoning, and a dizzying decline of the #GirlBoss later, The Wing is fluttering as soon as extra, this time below the course of recent dad or mum firm IWG (a versatile workspace agency based by English billionaire Mark Dixon) and with Jen Cho, The Wing’s former advertising chief, as CEO. In her first expansive interview since being promoted in February, Cho opens up about her new philosophy for the beleaguered model—and why she feels getting Wing golf equipment into suburban areas is a “enormous alternative.”

On being part of The Wing’s ”comeback story.”

“Have been there errors that occurred? Definitely. Do ladies want their very own sort of area to be productive, collaborate, be impressed, [and] construct neighborhood? The reply to that was additionally, sure. So once I was wanting on the alternative, I assumed that, given my background and the completely different expertise that I delivered to the desk, this was a very fascinating alternative to unravel a problem. Sure, the model had gone by means of some very important challenges… however was there nonetheless a necessity for an area like The Wing? My reply was sure. And I needed to be a part of that comeback story.”

Why the ”glass cliff” phenomenon was a consideration in taking on as CEO.

“How can I not give it some thought? It’s my life resolution that I’m making. It’s my model, my fame. Because the [type of] particular person that appears in any respect the edges of a chance—the nice, dangerous, and the scary—in fact I considered it. However I believe I’m additionally at a degree in my profession the place I’m assured in myself. I do know what I deliver to the desk. I understand how to evaluate a chance. I also can see that… that is extra of a protracted sport. There is no such thing as a tomorrow answer. The one factor that I had to verify with regard to the dialog across the glass cliff is: Did I really feel supported by management?

I felt I used to be being given a real alternative. So I assumed that that was… I imply, that’s what I wanted to listen to. I had a listing of issues that I wanted to negate the category cliff of concern. And I’m assured that I’ve the assist that I want.”

terrazzo tables in a millennial pink kitchen space

A typical area at The Wing in Washington, DC.

The Washington SubmitGetty Photographs

coffee bar with terrazzo tables and pink and blue tiled backsplash

An in-house cafe at The Wing in Washington, DC.

The Washington SubmitGetty Photographs

How missteps by previous management can create alternative.

“There have been clearly missteps made by management, that’s plain. It was unlucky that so a lot of these errors had occurred. It appeared the walkout was a development of various issues that had been already occurring. So I acknowledged that there wanted to be change.”

Why The Wing founder Audrey Gelman continues to be ”looped in.”

“I haven’t talked to her immediately, however I do know Lauren [Kassan, The Wing’s other cofounder, former COO, and current board member] is in fixed communication together with her, particularly in relation to among the bigger selections. So I do know that [Audrey is] looped in, despite the fact that she’s not a choice maker and I believe that… communicate[s] extra to Lauren’s friendship together with her. You don’t construct an organization after which simply finish your relationship. So I believe that’s how she manages her relationship. From a enterprise perspective, since she’s not affiliated with the corporate, I’ve not talked to her immediately.”

How The Wing plans to make extra tangible adjustments.

“You all the time need to do not forget that the dialog is evolving. So, you must arrange a tradition [with] a protected place to ask questions… And that begins proper on the high…. I believe what’s vital is ensuring that your insides match your outsides. That’s the primary purple flag, in relation to performative work. Earlier than you exit externally, [you have to] just remember to’re doing the entire issues to make sure that your inner group is ready up in an inclusive tradition, that they’ve guardrails, protected areas, coaching, and the flexibility to escalate conversations. When there are conditions the place there are microaggressions or cases of bias, as a pacesetter I ask: ‘How can I create infrastructure so as to remove as a lot bias as attainable?’”

audrey gelman posing at the wing

Audrey Gelman, former CEO of The Wing, on the Washington, D.C., membership location in 2018.

The Washington SubmitGetty Photographs

How a brand new ”tradition code” is supposed to guard each members and staff.

“It’s a code that each member has to signal, it’s a part of our home guidelines. It… ensures that our members are treating our neighborhood groups with respect. It additionally enforces that internally, as nicely. All of our group members at The Wing are required to signal the tradition code as a part of their onboarding course of. We even have an escalation coverage.

If there’s a violation of the tradition code, then we might be expelling these members and cancelling their membership. It’s mainly like a code of conduct with a little bit extra element about what we think about to be violations. What we’ve seen is that in firms, and naturally in our areas, microaggressions don’t essentially present up as bodily altercations. We thought that we wanted extra language and specificity round that so as to be certain that everybody coming into our areas and representing The Wing was marching to the beat of the identical drum.”

press screening, women sitting in a room and a panel of speakers

Screening of The Handmaid’s Story at The Wing in New York Metropolis on April 22, 2017.

Robin MarchantGetty Photographs

Distancing The Wing from the time period “#GirlBoss.”

“As quick as hashtags rise, the quicker they fall. I’m positively not attempting to deliver again the hashtag or make that occur. However is it essential for ladies to have extra alternatives to take a seat in management? Sure. Is it essential for ladies to see management and the chance to be entrepreneurs, discover new profession paths, and be supported in occasions of transition? That’s additionally a sure. I really feel the way in which that we’re approaching our new simply model identification is to make it possible for we’re going again to our core providing. Finally, we’re not a nonprofit, we’re not attempting to unravel the world’s issues. However can we be a part of the answer by means of our product providing? Sure.”

How The Wing is adapting its co-working construction for the work-from-home period.

“With a view to thrive professionally and in an entrepreneurial method, you do want an area the place you might be useful, proper? A desk the place you may sit at and an awesome convention room, if you wish to take a gathering or a Zoom room or no matter that’s. So we do present that. On the neighborhood half… I can’t assure friendships, proper? Nevertheless, we will set you up for achievement. We will arrange our areas so that there’s collaboration. We will create member occasions the place you may speak to one another. Our area groups are nice at understanding the place members sit of their journey. Are you searching for a job? Are you beginning your personal job? Can I join you to a unique member that I do know? How can we create natural moments [at the] espresso bar, or skilled improvement alternatives the place we will encourage neighborhood? There are such a lot of completely different circles the place males get that form of assist. We wish to present the platform for ladies to have that chance as nicely.”

Why The Wing is wanting towards the suburbs.

“I do assume there’s an enormous alternative there… We’re exploring our personal methods to get into the suburbs faster. Definitely extra to come back there. There are some alternatives to get to market quicker, however I do assume that [data] exhibits the necessity for co-working areas like ours which are… extra accessible in numerous methods, from value level to location, to geography, to commute time. The longer term is vibrant.”

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