Saks Global Files for Bankruptcy Protection

The bankruptcy petition, filed with the U.S. Bankruptcy Court in Houston, reveals the staggering scale of Saks Global's financial challenges. The company estimated its assets and liabilities both fall within the range of $1 billion to $10 billion, with the court listing between 10,001 and 25,000 separate creditors.

The legal maneuver is designed to provide the retailer with breathing room to negotiate with creditors and potentially find new ownership. If restructuring efforts fail, the company could face forced closures of its iconic locations.

The filing comes at a particularly challenging moment for luxury retail. The conglomerate has struggled with:

• Mounting debt from recent acquisitions
• Decreased foot traffic in physical stores
• Brands shifting to direct-to-consumer sales
• Supply chain issues with unpaid vendors

These pressures created a liquidity crisis that ultimately made bankruptcy protection necessary to preserve the business.

In a decisive move to stabilize operations, Saks Global appointed Geoffroy van Raemdonck as its new chief executive officer. Van Raemdonck, who previously led Neiman Marcus, replaces Richard Baker—the architect of the acquisition strategy that ultimately burdened the company with unsustainable debt.

The new leadership team includes additional executives from Neiman Marcus: Darcy Penick as chief merchandising officer and Lana Todorovich as chief brand partnerships officer.

The financing package provides immediate liquidity through multiple channels:

• $1 billion in debtor-in-possession loans from Pentwater Capital Management and Bracebridge Capital
• $240 million in asset-backed financing from existing creditors
• $500 million in additional funding available upon successful exit from bankruptcy

The company also requested a 45-day extension until March 13, 2026, to file detailed financial statements, giving the new management team time to assess the full scope of the financial situation.

The bankruptcy filing reveals an extensive list of luxury brands caught in the financial fallout. Chanel stands as the largest unsecured creditor, with approximately $136 million in outstanding claims. The French fashion house is followed by Kering, the parent company of Gucci, Yves Saint Laurent, and Balenciaga, which is owed $60 million.

The world's largest luxury conglomerate, LVMH, is also among the creditors, with claims totaling $26 million. Other major brands are similarly affected, though the full creditor list extends well beyond these industry giants.

The company's financial troubles have been brewing for months, with suppliers increasingly withholding inventory as payments became uncertain.

This creditor crisis stems directly from the aggressive expansion strategy. In 2024, Baker orchestrated the $2.7 billion acquisition of Neiman Marcus through Hudson's Bay Co., which had owned Saks since 2013. The deal was financed with approximately $2 billion in debt and investments from major tech players including Amazon, Salesforce, and Authentic Brands.

The bankruptcy filing reflects broader challenges facing luxury department stores. Post-pandemic shopping patterns have fundamentally shifted, with wealthy consumers increasingly purchasing directly from brand boutiques rather than multi-brand retailers.

Industry analyst David Swartz of Morningstar captured the situation succinctly: "The rich still are buying, just not as much at Saks." This sentiment reflects the reality that while luxury spending continues, it has migrated away from traditional department store models.

The company's struggles manifested in several ways:

• Shelves sat empty as vendors stopped shipping without payment
• Customers defected to competitors like Bloomingdale's, which reported strong 2025 sales
• Liquidity forced the sale of the Neiman Marcus Beverly Hills property
• Plans to sell a minority stake in Bergdorf Goodman were pursued to reduce debt

In late December, the company failed to make interest payments exceeding $100 million to bondholders, triggering the final countdown to bankruptcy.

The crisis represents a potential blow to American retail heritage. The original Saks Fifth Avenue store, founded by Andrew Saks in 1867, has long been synonymous with luxury shopping. The flagship location became famous for its spectacular holiday light displays and curated selection of exclusive brands including Chanel, Cucinelli, and Burberry.

Throughout its history, Saks cultivated relationships with an elite clientele spanning generations. The store's customer roster included Hollywood royalty like Grace Kelly and Gary Cooper, cementing its status as a destination for the rich and famous.

The brand's cultural significance extends beyond mere commerce. Saks helped define American luxury retail, setting standards for customer service, visual merchandising, and brand curation that influenced the entire industry.

Now, nearly 160 years after its founding, the institution faces its most significant challenge yet—one that will determine whether this legacy can survive in an era of dramatically transformed retail.

The bankruptcy process will unfold in the coming months, with the company hoping to emerge as a leaner, more competitive entity. The Chapter 11 protection provides crucial time to renegotiate leases, restructure debt, and potentially attract new investment.

Success will depend on the new leadership team's ability to adapt the luxury department store model to modern realities. This includes strengthening e-commerce capabilities, renegotiating vendor relationships, and creating compelling reasons for luxury shoppers to return.

For employees, vendors, and customers, the immediate priority is business continuity. The company's assurance that stores will remain open provides some stability, but the ultimate outcome remains uncertain.

The Saks Global bankruptcy represents more than one company's financial crisis—it serves as a bellwether for the entire luxury retail sector, testing whether iconic department stores can evolve fast enough to survive in a rapidly changing marketplace.