Shivangi Sinha
Toxic and hectic workplaces can leave lasting emotional scars, often impacting a person’s confidence, well-being, and sense of self-worth. Environments filled with fear, instability, or disrespect can erode even the most passionate employee’s motivation. In Netflix’s ‘Trainwreck: Cult of American Apparel,’ several former team members reflected on their experiences with the company. Carson, EJ, and Michelle each shared how they found their way into the organization, the roles they grew into, and what eventually pushed them to walk away. Their stories shed light on both the allure and the dysfunction that allegedly defined American Apparel’s internal culture.
Carson Was a High-Ranking Employee at American Apparel but Was Fired
Carson grew up in a devout Mormon household, but as he got older, he found himself drifting away from the beliefs he had been raised with. When an American Apparel store opened in his neighborhood, he saw it as a symbol of everything his religion warned him against and that was precisely what drew him in. He applied for a job and was hired almost immediately. Carson felt his hiring was based more on appearance than merit, noting that his tall, slim frame seemed to align with the brand’s image. Over time, he began picking up extra shifts and putting in long hours, slowly climbing the ranks through sheer effort.
Eventually, Carson caught the attention of Dov Charney, who, according to him, offered frequent praise and encouragement. Wanting to emulate Charney’s success, Carson began modeling his work ethic and attitude after him. He alleged he often witnessed Charney speaking harshly to employees, but justified it as part of getting things done. When he transitioned to working at the factory, Carson began collaborating closely with Charney. After the 2008 recession hit and sales declined, he felt personally responsible for the company’s downturn. He also claimed that Charney’s behavior toward him shifted, with blame replacing admiration.
He recalled that during his promotion to the factory, he received a kit that included a book. Upon reading it, Carson believed the teachings mirrored psychological tactics Charney allegedly used. Feeling manipulated, he began distancing himself. One weekend, he stopped answering Charney’s calls, despite receiving around 25 missed calls. Carson anticipated being fired but chose not to resign, hoping to receive severance. The following Monday, his termination was confirmed.
EJ Alleged That a Pay-Cut Prompted Her to Quit From Her Position
EJ reflected that when she first applied to American Apparel, she saw herself as someone completely different from who she later became. At the time, she had a strong interest in fashion and expressed herself through bold, unconventional style choices. According to her, the person who hired her even commented that she “looked” ideal for the brand, which made her feel seen in a specific way. She mentioned frequently taking on extra shifts and putting in long hours. Though she had been considering graduate school, she chose instead to work at the factory when the opportunity arose, believing real-world experience would serve her better than classroom learning.
When misconduct allegations against Dov Charney began circulating, EJ said she received a link about them from a coworker. Still, she described what she believed was a broader culture of willful disregard as everyone simply resumed business as usual. She admitted that she, too, didn’t dwell on it at the time. As the months passed, EJ allegedly began feeling pressure from leadership. She said she was increasingly questioned in meetings whenever a store underperformed. The turning point came when, during one such meeting, she allegedly received a call informing her that her pay would be reduced by 25%. That moment prompted her to resign.
Michelle Alleged That the Work at American Apparel Was Too Taxing
Michelle described her early days at American Apparel as a time when she finally felt she belonged. Surrounded by creative, unconventional people, she said the workplace culture felt equal parts exciting and chaotic. It was fast-paced, often infused with a party-like atmosphere, and she believed she was contributing to something meaningful. She rose quickly through the company, driven by passion and the sense that her efforts were being recognized not just by leadership, but by her peers as well.
As she moved into more senior roles, Michelle said that the expectations became increasingly intense. She felt obligated to maintain the pace and pressure, even as it began to take a toll. She alleged that she witnessed episodes of verbal mistreatment, which made the environment increasingly difficult to navigate. One moment that stuck with her was when she had gone without food all day and mentioned to Dov Charney that she needed a proper meal. According to her, he allegedly dismissed her concern and suggested she order a pizza. She recalled that, at the same time, another staffer allegedly brought him a full steak dinner. That incident shifted something in her. A few days later, she said she received a call from the company’s legal team suggesting the job might not be the right fit anymore.
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