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The newsletter is the core of 2PM Inc: an industry-leading source that analyzes the intersection of media and commerce and how those principles are applied elsewhere.
With an average open rate of 42.6%, 2PM letters are thoughtfully curated and delivered three times per week (for Executive Members) and once per week for regular readers. Each letter features up-to-date analyses and summaries of key news reports. The curation is designed to appeal to deep generalists and the innately curious. Delivered on Monday, Wednesday, and Friday, the newsletters arrive with two original essays per week. They are widely shared and worth your time. We support all of this work through the Executive Membership (our paid subscriber program).
The membership provides access to practical data, industry coverage, and original reports and databases compiled for founders, creators, and senior executives. Professionals, like you, use 2PM's essays, newsletters, and databases to influence decisions. It all started with one newsletter sent to 12 friends on a March day in 2016. Source
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| Scope | Trade/B2B |
|---|---|
| Language | English |
| Country | United States of America |
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Recent Articles
Search ArticlesNATSEC Roundtable No. 15 (Members): A Working Example
Rogue processes about 150,000 pounds of American steel a day in Columbus, Ohio, and is in the middle of an expansion toward a million square feet under one roof. For a manufacturer of that size, in this moment, it has been written about almost not at all. The silence is the story. A manufacturer of Rogue’s size is normally trailed by national business coverage, and Rogue has very little and that record is countable.
Memo: The Two Most Important Men in DTC Beef
Americans do not eat more beef than they used to. The average person ate about 60 pounds of it last year, roughly the same as in 1950 and nearly a third less than at the peak in the late 1970s. Chicken passed beef for good in 2010, and the country now eats close to 100 pounds of it a year against 60 of beef. By every measure of the plate, beef is a mature category that stopped growing half a century ago.
Member Brief: Everlane and The Edge of Fashion DTC
In 1969, Donald Fisher opened a small store on Ocean Avenue in San Francisco that sold Levi’s denim alongside a curated rack of records. He called it The Gap, named for the generation he intended to dress. Forty-two years later, in 2011, Michael Preysman and Jesse Farmer launched Everlane from a small office in SoMa, four miles north of Fisher’s first storefront, and announced that the next Gap would be a digitally-native brand built on radical transparency.
Member Brief: Everlane and The Edge of Fashion DTC
In 1969, Donald Fisher opened a small store on Ocean Avenue in San Francisco that sold Levi’s denim alongside a curated rack of records. He called it The Gap, named for the generation he intended to dress. Forty-two years later, in 2011, Michael Preysman and Jesse Farmer launched Everlane from a small office in SoMa, four miles north of Fisher’s first storefront, and announced that the next Gap would be a digitally-native brand built on radical transparency.
NATSEC Roundtable No. 14: Commercial Defense
You could say that we are incredibly privileged. We are consumers consumed by all of what makes America, America. Sports, short-form media, reality television, politics, sensational news, social division, gambling, and all of the rest. We are generally safe from the atrocities that are now common in other countries, both first world and global south. Every industrialized nation in a position to be exposed to modern unmanned warfare has been exposed but most Americans have not.
Memo: The Tomahawk Tax and Sparkling Water Can
On aluminum, the war economy, and the consumer brands that will not survive the next five years. This essay is a feature post for the NATSEC @ 2PM briefing series. I was in the Carolinas, earlier, when the conversation in a small meeting turned to aluminum, and not in the way it turns at a beverage conference. This was not packaging weight, sustainability narrative, or the standard pieties of the can.
Deep Dive: Is Chip Wilson Right?
On brand harvesting, the lululemon proxy fight, and the rebuild the AI age requires. Chip Wilson’s April 29 letter to lululemon shareholders is the most coherent statement of his case to date. The campaign that preceded it has produced trucks parked outside the Vancouver headquarters, a full-page Wall Street Journal advertisement, a website called CreativityFirstlulu.com, and a string of SEC filings that reads at times like a founder working out his grievances in public.
Feature: The Drop Economy
Palantir turned a merch store into the most important brand-equity case study in commerce; Shopify was pivotal. This essay is a feature post in an upcoming edition of the 2PM Newsletter. It’s cool to hate Palantir. The brand operation suggests that there is a silent majority of those who cheer on the brand, its CEO, and the mission it keeps. The most instructive commerce experiment of 2026 is not happening at a DTC brand, nor is it happening inside a major retailer.
2PM
Most of us have been the person in the room who can see the system. You can map the logic of a pipeline or a competitive landscape or a market entry on a whiteboard in fifteen minutes and everyone in the room nods because the structure is right. But then the meeting ends and someone else has to go build the thing. A developer, a contractor, an agency. The strategist hands off the spec and waits.
NATSEC Roundtable No. 10: The Forges Went Dark
Years ago, when Mizzen+Main was still a young brand trying to prove that performance fabric had a place in the dress shirt category, I made an argument that nobody wanted to hear: keep the manufacturing in America. Not because of patriotism in the greeting-card sense, but because of what domestic production would have enabled over time. Mizzen+Main had something unusual for a direct-to-consumer brand at that stage of its life.