Their Home Had to Be Fashion Forward. But Above All Else, It Needed a Killer Closet.
Ralph Lauren meets Tom Ford inside this sleek and sophisticated Chicago house, which cost $1.8 million to build
Ralph Lauren meets Tom Ford inside this sleek and sophisticated Chicago house, which cost $1.8 million to build
If Kelli and Fei Wang’s house had a soul, it would be the walk-in closet.
The house, in Chicago’s Ukrainian Village neighbourhood, is designed around the couple’s love for fashion and includes a 300-square-foot custom closet, with charcoal-suede wall covering and cerused-oak shelves, amplified by a vanity within a 40 x 60 inch mirror. There is a separate accessories side room, modelled after a showroom, where Kelli’s collection of designer bags and shoes sit on shelves and where she hangs out on a silver love seat.
In the couple’s previous home in Chicago’s Lincoln Park, they had to change out their wardrobes every season, hauling clothes from their apartment to their storage unit in the building’s basement, because there wasn’t room for it all upstairs.
“I wanted to never do a closet swap again,” says Kelli, 42, dressed in a floaty, cream-coloured shirt dress from Sandro Paris and light pink Manolo Blahnik pumps. “The closet was the first thing I thought about for the house.”
The Wangs bought their Ukrainian Village property for $511,000 in 2016 and tore down the existing 2,500-square-foot, three-bedroom, old brick home on it. The new house, finished in 2021, is 5,000 square feet, has three bedrooms and cost $1.8 million, with about $100,000 of millwork, carpet and furnishings going into the primary closet alone.
To design the house, the couple hired Dan Mazzarini, the principal of New York-based BHDM Design, who was a director of store design at Ralph Lauren for six years and also worked on Michael Kors, Calvin Klein and Kate Spade retail spaces.
Mazzarini knew Kelli from college, and understood the couple’s love for fashion: they’d shopped together many times in New York, where Fei had a special affinity for the Ralph Lauren store on Madison Avenue.
“I wanted to live in the Ralph Lauren store,” says Fei, 46, dressed in a custom-made Pini Parma shirt and a Boggi sweater. “It makes you feel elegant, elevated, and classy.”
As a guide for the house’s overall aesthetic, they decided on “Ralph Lauren meets Tom Ford, a mixture of buttoned up and timeless sophistication and sexy, modern, crisp elegance,” says Mazzarini. That meant a lot of black, white and charcoal.
That mixture can be seen throughout the house. In the living room, open from the kitchen on the main floor, a Ralph Lauren influence can be seen in the classic white sofa, while the angles of the coffee table and the chairs are more Tom Ford, says Mazzarini.
Tom Ford comes out in the kitchen, where the black granite counters, black-matte open shelves and stainless-steel appliances have a “refined industrialism,” says Mazzarini. The dining room has a crafty Ralph Lauren chandelier and white leather chairs.
On the second floor, Fei’s office is “menswear-oriented” It has a modern, crisp, geometric style, with a glass coffee table, an oversize black linen sofa, and dark grey flannel curtains, like a suit, says Mazzarini. The red fox fur and brown velvet pillows, the rosewood desk and the nubby rug add more classic textures.
The primary suite, with its bathroom and the centrepiece closet, takes up the entire third floor. It is designed in part after the Bulgari Hotel Milano, where the couple stayed on one of their first trips to Italy. The furnishings include grey-velvet drapes, an ebony headboard, a leather bench and a large brown-velvet armchair.
When designing the closet, Mazzarini says he asked the couple how many suits, shoes, bags and accessories they had—and that number kept growing as the home-building process progressed, going from around 50 to more than 100 pairs of shoes for each. While the overarching goal was beauty and style, it also had to be comfortable—and to reflect what Mazzarini calls the couple’s “Midwestern warmth and hospitality.”
Fei was born in Shanghai and grew up in Chicago, where his father was getting a Ph.D. in chemistry. Living on a teacher assistant’s budget didn’t leave much for buying designer clothes, but Fei says he “always had an eye for fashion—it was innate.” He says his parents, who grew up when many Chinese people wore blue worker’s suits, weren’t interested in subsidising his passion, so he started working in a clothing store when he was 14 years old. The first suit he bought himself was from Banana Republic.
He graduated from Illinois State University in 1999 and then from the University of Chicago with an M.B.A. in 2004. He went to work in asset management at Morgan Stanley, then to J.P. Morgan Asset Management and UBS before landing again at Morgan Stanley in 2021, where he is now a senior vice president in family wealth management.
Kelli also remembers a passion for fashion from a young age. Growing up in Piqua, Ohio, north of Dayton, she couldn’t afford to buy designer clothes, so she mixed and matched, she says. She graduated from Miami University in Oxford, Ohio, and went to work at J.P. Morgan Asset Management before moving on to Merrill Lynch and Centric Wealth Management in 2018, where she is currently director of financial planning.
Fashion is central to the couple’s relationship. When they first met in 2008, when they were both working in J.P. Morgan’s wealth management unit in Chicago, each noticed the other’s clothes. “She was chic and classy,” says Fei. “I pay attention to style.” Kelli remembers the first time she saw her now-husband walk by in a suit. “He looked the Wall Street-financier part,” she says.
After their wedding in Lake Como, Italy, the couple honeymooned at JK Place (now called The Place), in Florence, a hotel that also influenced the design of their home. They started traveling to Italy and France every year because they love traveling and shopping together, and they both appreciate the goal of having the best experience possible, whether it is food, art, clothing or design. “The downside of that is there’s no voice of reason,” jokes Fei.
The Wangs say they have passed their fashion appreciation on to their 2½-year-old daughter, Gemma, who loves to hang out in the accessory room of the closet, where she tries on her mom’s shoes. In Gemma’s own bedroom, a shelf is filled with miniature designer bags: Gucci, Chanel, Prada, Louis Vuitton. “She has a better sense of style than both of us,” says Kelli.
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Apple’s growth engine is showing signs of slowing, as rising costs, weaker services growth and AI competition challenge its profitability. With John Ternus taking the helm, the pressure is on to reignite innovation and sustain investor confidence.
The Apple growth and profit machine is wavering, and the boost from price increases might not be enough to keep it going at historic rates. That dials up the pressure on Apple’s new chief executive, John Ternus.
The company saved the bad news for its earnings call, an hour after it posted its results for the September quarter, projecting that for the current quarter its high-margin services business will continue to slow and that its widely watched gross profit margin will continue to fall.
Apple AAPL -1.83%decrease; down pointing triangle shares had been flat in post-close trading but declined as much as 4% after the company made the projections, which fell short of Wall Street estimates.
The impact of high memory costs are weighing even more heavily on the company, Ternus and Apple Chief Financial Officer Kevan Parekh said on the company’s earnings call. Apple has stockpiled cheaper components purchased earlier, but those inventories are dwindling.
When Ternus took over as Apple’s third chief executive of the past 29 years on Sept. 1, he inherited sky-high expectations. The men he followed were among the most successful company leaders in American business history. Steve Jobs revolutionized consumer devices multiple times. Tim Cook expanded Jobs’s creation to spectacular heights.
The expectations are reflected in Apple’s huge valuation. Oppenheimer analyst Martin Yang noted that Apple stock trades at 36 times next year’s expected earnings, a premium to the overall market, even though its earnings are only expected to grow 1%, which is slower than its tech peers.
“We see insufficient upside to justify the premium,” Yang wrote in an investor note, adding that Apple needs to boost iPhone sales growth and turn around its slowing services business to make him more bullish.
Investors have bid up Apple shares because it has been a port in the AI storm—a reliable and capital-efficient business that stands apart from rivals which are spending hundreds of billions of dollars racing to the AI frontier.
While others invest in data centers, Apple has been pouring its own cash into buybacks and dividends. But that safety may be challenged if Ternus can’t speed up Apple’s innovation engine.
Apple’s lagging performance in AI was evident when its new “Siri AI” chatbot arrived this past quarter. Its long-maligned assistant was already stale the day it arrived, surpassed by agents such as Instinct and Muse that can complete multistep tasks for consumers, while Siri still sets kitchen timers.
Apple needs to give people reasons to buy its devices as they get more expensive. The company raised prices across the board last quarter to help offset higher costs. Without compelling new features, a big question is whether consumers will slow the frequency of iPhone upgrades.
The new iPhone Duo appears to be a bright spot. Consumers are scooping up the $1,999 foldable smartphone despite mixed reviews—so many that Apple can’t keep up with demand. Shipping dates jumped out to January soon after the device went on sale, a disappointment for the normally reliable Apple supply chain.
Apple said its revenue grew 12% in the September quarter, slightly ahead of Wall Street’s expectations. Its widely tracked gross profit margin, at 47.9%, also came in just ahead of analyst estimates.
Apple will need to find new growth avenues because a reliable engine during the Cook era—the services business—is slowing. Courts and regulators worldwide have limited Apple’s ability to charge developers big fees to distribute apps through its App Store, the biggest component of the company’s services segment.
One of its most lucrative App Store fee generators has been the ChatGPT app from OpenAI. Around the time Apple accused OpenAI of trade-secret theft this past summer, OpenAI began redirecting potential subscribers to pay via its website instead of the App Store, skirting Apple’s tollbooth.
Apple’s valuation has bumped up against a ceiling in recent weeks. Six times it traded above a $5 trillion market capitalization intraday before finally closing above the threshold, which it has already fallen back below.
News Corp, owner of The Wall Street Journal, has a commercial agreement to supply news through Apple services.