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Trump Model Management
Trump Model Management
Trump Model Management
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Key Information

Trump Model Management, later shortened to T Management, was a New York City-based modeling agency founded by Donald Trump as T Models in 1999. It was closed by Trump in April 2017, shortly after he became U.S. president.[1][2]

While the agency had a respectable "legends" division, its new talent division never launched the career of a new model,[3] and was considered to be an inconsequential agency when it folded.[4]

History

[edit]

In October 2014, Trump Model Management was sued by model Alexia Palmer. Palmer alleged that 80% of her wages were taken away from her as "expenses" and that she had been paid less than $4000 over a two-year period. The lawsuit was dismissed in March 2016.[5]

In July 2015, it was reported that Trump Model Management and Trump Management Group LLC combined had requested US visas for almost 250 international fashion models.[6]

In August 2016, former Trump models alleged that they had worked for the agency without the company having obtained proper work visas on their behalf.[7][8][9]

In September 2016, Senator Barbara Boxer called on United States Citizenship and Immigration Services to investigate the allegations.[10]

In 2016 and early 2017, the company saw senior staff departing to start new agencies, and models announcing departures from the company, with some citing concerns about Trump's politics.[3]

In April 2017, after Trump was inaugurated as U.S president, it was announced that the agency would be closed down.[11][12]

Represented models (past)

[edit]
Melania Trump was associated as a model with Trump Model Management before her marriage to Donald Trump.[13]

See also

[edit]

References

[edit]
[edit]
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Trump Model Management

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Trump Model Management was a modeling agency founded in 1999 by in , operating under until its closure in 2017 after 18 years of business. The agency focused on representing international fashion models, scouting talent, and managing careers in the high-stakes modeling industry, contributing to Trump's diversification of ventures beyond and . During its operation, Trump Model Management achieved recognition as one of the leading agencies, handling bookings for prominent models such as and , while navigating the competitive dynamics of and international placements. The firm emphasized global , often bringing in foreign talent to meet client demands in New York and beyond, which underscored its role in bridging international models with U.S. opportunities. The agency drew significant scrutiny over allegations of immigration and labor violations, including claims by former models that it facilitated entry on B-1/B-2 tourist visas for paid work—contrary to visa terms—and failed to provide prevailing wages or proper H-1B , leading to lawsuits such as that filed by model Alexia Palmer. Some claims were dismissed by federal judges for insufficient evidence on hours and pay, though the controversies highlighted tensions between modeling industry practices and U.S. regulations. Its eventual shutdown followed reports of departing staff and models amid broader business refocusing by .

Founding and Early Years

Establishment in 1999

Trump Model Management was founded by in 1999 as a New York City-based modeling agency, extending the Trump Organization's portfolio into the fashion sector. The agency operated under Trump's branding, drawing on his prior involvement in beauty pageants and entertainment events, such as judging the competition in the early . This launch positioned the firm to represent aspiring models, with initial operations focused on scouting and contract management in a competitive industry dominated by established agencies like and IMG. The establishment reflected Trump's strategy of diversifying into high-profile, image-driven businesses, amid his broader and media ventures during the late 1990s. Unlike traditional agencies, Trump Model Management emphasized exclusivity and association from , though it remained a relatively small player in the global modeling market, which generated billions annually through bookings, endorsements, and shows. Early efforts included recruiting international talent, setting the stage for later operational expansions, but specific launch events or initial client signings from 1999 remain sparsely documented in public records.

Initial Operations and Trump's Involvement

Trump Model Management was established by in 1999 as T Models, a modeling agency headquartered in . The venture capitalized on Trump's prior experience in the beauty industry, including his hosting of the of the Year contest in the early 1990s at the and his 1996 acquisition of the Miss Universe Organization for approximately $10 million. Initial operations focused on scouting, signing, and representing models, with an emphasis on international talent to supply Trump's pageant and related events. The agency recruited staff from competitors, notably poaching agents from , to build its roster and operational expertise. Offices were located in , integrating the agency into Trump's real estate portfolio for administrative and scouting functions. Trump's direct involvement centered on ownership, branding under the Trump name, and strategic oversight, drawing from his pageant network to identify and attract models. Daily management and client bookings were handled by hired industry executives, allowing Trump to focus on higher-level decisions while the agency pursued bookings in fashion shows, advertisements, and editorial work. By 2000, the agency had begun representing a mix of established and emerging models, establishing a foothold in the competitive New York modeling scene.

Business Model and Operations

Model Representation and Contracts

Trump Model Management represented models primarily through exclusive management agreements that positioned the agency as the primary handler for securing bookings in , commercial, and print work, with a focus on emerging international talent scouted abroad. The agency managed career aspects including portfolio development, submissions, and job negotiations, often coordinating with mother agencies in models' home countries for overseas representation. Representation extended to providing logistical support such as test shoots and travel arrangements for U.S.-based assignments, though models reported limited job volume, with one example citing only 21 shoots over three years. Contracts with models typically included a 20% management commission on earnings from agency-booked jobs, alongside provisions for deducting various expenses and fees before net payment. These deductions encompassed administrative fees (e.g., $4,000 upfront), photography, airfare, cell phone usage, and other operational costs, which in some cases consumed up to 80% of gross earnings. For foreign models sponsored under H-1B visas, agreements stipulated minimum annual compensation to meet prevailing wage requirements, such as $75,000 for full-time work, with the agency certifying these terms to U.S. authorities; over 100 models were brought to the U.S. via this program since the early 2000s. Visa-linked contracts often restricted models from external U.S. employment, tying their work exclusively to the agency's bookings. Additional contract elements involved housing arrangements, where models were charged monthly fees of $1,200 to $1,600 for shared agency-provided apartments in New York, covering bunk-bed accommodations in group settings. Representation agreements emphasized the agency's role in promotion and demand generation, but actual payments varied widely, with documented cases showing net earnings as low as $3,880 to $8,427 over multi-year periods after deductions. The structure aligned with broader industry norms for mother-daughter agency relationships, where Trump Model Management handled U.S. in exchange for its cut, though specifics were customized per model via signed documents often requiring for minors.

Scouting, Housing, and Management Practices

Trump Model Management recruited models internationally, often targeting young women through local agencies, talent contests, and global scouting networks. For instance, Jamaican model Alexia Palmer was scouted at age 17 after placing second in a Kingston contest and recruited to New York with promises of high earnings and career opportunities. Similarly, Dutch models in their late teens were signed via coordination with a agency in the mid-2000s. The agency, founded in 1999, drew from established industry practices, including poaching talent scouts from competitors like , and focused on foreign prospects to build its roster of over 100 women across development, main, and legacy divisions. Housing for models, particularly foreign and underage ones, was arranged through agency-provided apartments in , described by former models as cramped and dorm-like facilities with bunk beds, small bathrooms, and shared open kitchen-living spaces. Montreal model Blais reported that teenage models were placed in overpriced, overcrowded units, with rent deducted from their earnings as part of standard agency deductions. These arrangements facilitated control over models' living conditions while minimizing costs, aligning with broader industry norms for managing transient international talent but criticized for exacerbating financial dependency. Management involved securing bookings, handling expenses, and enforcing contracts that typically allocated 80% of earnings to the agency for commissions and fees covering , makeup, airfare, and cell phones. Foreign models were often instructed to misrepresent their visit purpose to U.S. officials, claiming rather than work, as proper visas were not always obtained despite certifications of high salaries (e.g., $75,000 annually for Palmer's H-1B). Actual compensation was low, with Palmer earning about $3,880 plus advances over three years amid 21 shoots, leading to debt accumulation from upfront costs; the agency countered that low demand and models' managerial roles justified payments. Operations emphasized rapid integration into the New York market but restricted models' external work under visa terms, fostering reliance on agency bookings.

Notable Representations and Industry Role

Key Models Managed

Trump Model Management represented a range of established and emerging talents in the fashion industry, with notable signings including in the late 1990s. The agency also managed British supermodel , who secured an O-1 visa through the firm for U.S. work in its Legends division. , the Italian actress and model, was among the high-profile clients housed by the agency. Other key models included , a British fashion model known for her equestrian background and runway work. , a pioneering African-American from the 1970s, and , an American and actress, were also represented. In its later years, the agency expanded to include mature icons via the 2012-launched Legends division, such as , the first Black model to appear on the cover of U.S. Vogue. Melania Knauss (later Trump), Donald Trump's future wife, was associated with the agency shortly after its 1999 founding, having been introduced to Trump by modeling agent Paolo Zampolli. Additional representations encompassed supermodels like and , contributing to the agency's portfolio of international talent.

Contributions to the Modeling Sector

Trump Model Management represented several prominent models during its operation, including established figures such as actress and model , supermodel , British model and socialite , celebrity , and fashion model . These representations enabled bookings in fashion campaigns, editorials, and events within the New York-centered industry, though the agency's specific role in advancing their careers was consistent with standard management practices rather than pioneering breakthroughs. The agency maintained a roster exceeding 100 models, incorporating a dedicated "development" division aimed at and nurturing up-and-coming talent from international markets. This structure supported entry-level placements and portfolio building for newer faces, contributing to the sector's talent pipeline amid from larger agencies. Operations from 1999 to aligned with the industry's emphasis on global , though Trump Model Management remained a niche player without dominating or introducing novel methodologies. The Trump Organization described the agency as having achieved "many years of success" in the modeling field prior to its voluntary closure, attributing this to effective representation and industry navigation. Its presence underscored the viability of branded ventures in fashion management, leveraging founder Donald Trump's public profile for visibility, even as broader influence on sector standards or innovations was limited.

Immigration and Visa Allegations

In October 2014, Russian model Alexia Palmer filed a class-action lawsuit against Trump Model Management in the U.S. District Court for the Southern District of New York, alleging that the agency systematically violated immigration laws by recruiting foreign models on B-1 or B-2 tourist visas, which prohibit paid employment, and then requiring them to work without proper authorization. Palmer claimed she was brought from Russia on a B-1/B-2 visa in 2011, instructed to misrepresent her purpose to U.S. Customs and Border Protection as tourism rather than work, and compelled to perform modeling jobs while housed in agency-provided apartments that deducted excessive fees from earnings. The suit accused the agency of defrauding the government and exploiting models through unauthorized labor, seeking unpaid wages under the Fair Labor Standards Act. Additional models corroborated similar practices. In March 2016, attorneys for Palmer and other foreign models asserted that Trump Model Management abused H-1B visas by falsely certifying to the Department of Labor that models' wages matched U.S. standards, while allegedly paying below-market rates and housing them in substandard conditions to offset costs. A Belarusian model, identified in reports as having entered on a tourist visa, stated she was coached by agency staff to evade immigration scrutiny and worked unpaid for weeks before receiving compensation. Canadian model Rachel Blais alleged in 2016 that she modeled for Trump Model Management in New York City from 2002 without a work visa, entering on a visitor visa and performing paid shoots in violation of its terms. In September 2016, U.S. Senator urged U.S. Citizenship and Immigration Services and the Department of Labor to investigate Trump Model Management for employing foreign models on non-work visas, citing reports of at least three models who confirmed working illegally and being directed to lie about their activities. The echoed these concerns, highlighting executive admissions of potential violations and patterns of visa misuse to import Eastern European talent. Trump Model Management denied systemic wrongdoing, with representatives stating that all models were brought on appropriate visas and that individual claims lacked merit; the agency did not immediately respond to Boxer's probe request. The Palmer lawsuit was dismissed in 2017 by Judge , who ruled that plaintiffs failed to provide sufficient evidence of salary, hours, or immigration-specific harms to support FLSA or related claims, though the decision did not address underlying factual disputes. No formal enforcement actions or convictions against the agency for visa violations were reported, despite the allegations surfacing amid broader scrutiny of the modeling industry's reliance on temporary foreign labor. Records indicate Trump Model Management and affiliated entities sought U.S. visas for numerous international models between 2000 and 2015, consistent with industry norms but contested in these cases for procedural abuses.

Wage and Labor Disputes

In October 2014, Jamaican model Alexia Palmer filed a federal lawsuit against Trump Model Management LLC and its president Corinne Nicolas, alleging systemic underpayment and labor exploitation. Palmer claimed the agency misrepresented her compensation in a Labor Condition Application submitted to the U.S. Department of Labor to secure an H-1B visa, promising an annual salary of $75,000—well above the prevailing wage of approximately $45,490 for fashion models—but delivering only $3,880.75 net over three years (2011–2013) for 21 paid projects. The complaint detailed deductions far exceeding the contract's 20% commission rate, including charges for agency-mandated expenses such as limousine rides, walking lessons, makeup, and dermatology visits, which Palmer argued violated the Fair Labor Standards Act's minimum wage requirements ($7.25 per hour) and New York Labor Law § 193 on unlawful wage deductions. The suit portrayed Palmer's treatment as coercive, with the agency allegedly pressuring her to sign a revised after the visa application and retaining control over her bookings while minimizing payouts, effectively breaching duties under RICO statutes for . Palmer sought over $200,000 in back s and damages, positioning the case as a potential for other foreign models similarly underpaid. U.S. District Judge dismissed the action on March 23, 2016, ruling that Palmer failed to demonstrate the agency lacked intent to pay the visa-stated at filing, though the decision did not preclude separate Department of Labor claims for violations. Palmer's attorney subsequently pursued administrative remedies with federal labor authorities. Separate allegations of suppression surfaced in August investigative reporting, drawing from former models who described net eroded by mandatory deductions and housing costs. Canadian model Rachel Blais, employed from 2004 to 2007, reported total compensation of about $8,427 after agency fees and expenses—despite bookings generating tens of thousands in gross revenue—while paying $1,600 monthly for a shared arranged by the agency. Another anonymous model, "Kate," accrued debt to the agency after two months in 2004, citing $1,200 monthly rent as exorbitant relative to sparse bookings and payments. These accounts, tied to models working on B-1/B-2 tourist visas that barred employment, alleged a pattern of "modern-day " through and withheld , though no corroborating legal judgments substantiated the claims. The disputes prompted political scrutiny, including a September 2016 letter from Senator to U.S. Citizenship and Immigration Services requesting a probe into Trump Model Management for labor and immigration noncompliance, referencing underpayment patterns and risks. No public record exists of enforced penalties or back-wage orders from such inquiries, and the agency maintained that its practices aligned with industry norms for commission-based modeling contracts.

Broader Industry Criticisms and Defenses

The modeling industry has been criticized for systemic exploitation of young, often international models, including widespread withholding, where agencies deduct excessive fees for housing, scouting, and management, leaving models in despite bookings. Reports from former models describe practices akin to , with agencies controlling finances and housing to extract commissions exceeding 20-50% of earnings, particularly affecting Eastern European and developing-country recruits vulnerable due to language barriers and lack of local networks. and abuse are alleged to be normalized, stemming from power imbalances where underage or foreign models depend on agents and photographers for opportunities, with empirical accounts from advocacy groups indicating prevalence across agencies rather than isolated incidents. Visa practices draw particular scrutiny, as agencies frequently facilitate entry on B-1 tourist visas for paid work, violating U.S. rules and exposing models to risks without labor protections; this circumvents proper H-1B3 visas reserved for recognized fashion models, which mandate prevailing wages but are rarely used for newcomers. arrangements, standard across agencies, involve cramming multiple models into shared apartments funded by advances against future earnings, criticized for fostering overcrowding, isolation, and agency leverage over models' mobility and job choices. These issues persist despite awareness, with critics attributing them to the industry's deregulated, global structure prioritizing speed and cost over worker safeguards, as evidenced by ongoing advocacy for laws like New York's Fashion Workers Act of 2024, which requires contract transparency and timely payments but applies prospectively. Industry representatives defend and as necessary efficiencies in a hyper-competitive field, enabling rapid discovery and support for international talent who might otherwise lack access to elite markets; agencies like emphasize development programs to prepare models for bookings, arguing shared reduces costs and builds community for transient workers. Proponents note that top-tier models achieve substantial earnings—often millions annually—outweighing entry-level risks, with proper channels like H-1B3 ensuring compliance and fair pay for established talent, though underutilized for beginners due to stringent "distinguished merit" criteria. Reforms such as voluntary codes from bodies like the Council of Fashion Designers of America aim to enhance accountability without overregulating an industry reliant on aesthetic and market-driven selections, countering claims of universality by highlighting successful careers amid acknowledged but not inherent abuses. Mainstream critiques, often amplified by advocacy groups like Model Alliance, may overstate systemic failure by relying on survivor testimonies without comprehensive industry-wide data, potentially overlooking self-correcting mechanisms like agency blacklisting of predatory clients.

Closure and Legacy

Shutdown in 2017

On April 10, 2017, an internal from Trump Model Management informed associates worldwide of the agency's impending closure, following reports of significant staff and model departures in prior months. The Trump Organization confirmed the shutdown on April 11, 2017, stating that, "On the heels of the recent sale of the Organization, is choosing to exit the modeling industry." This decision ended operations after 18 years, with the agency having been established in 1999. The closure followed the sale of the Miss Universe Organization in September 2015, but accelerated amid a post-2016 election backlash in the fashion sector. Industry professionals, including directors, makeup artists, and stylists, boycotted the agency due to associations with Donald Trump's political activities and prior controversies over labor practices. Multiple sources reported a decline in bookings and client interest, with senior agents and models exiting as early as late 2016, citing reputational damage from the agency's Trump branding. Trump Model Management had faced earlier scrutiny for alleged violations and substandard , which fueled broader industry criticism, though the agency denied wrongdoing and no formal charges resulted from investigations. The shutdown was framed officially as a strategic exit rather than financial distress, but contemporaneous accounts emphasized the boycott's role in eroding viability.

Post-Closure Implications and Assessments

The closure of in April 2017 effectively resolved ongoing operational controversies by winding down the agency's activities, with stating it was exiting the modeling business to concentrate on core and ventures. No federal investigations or prosecutions directly targeting the agency materialized post-shutdown, despite prior allegations of visa misuse and labor practices that had prompted a dismissed class-action in March 2016. This outcome left unresolved claims from former models, such as those alleging illegal work on tourist visas, without further legal recourse or settlements publicly documented after the closure. Industry assessments portrayed the agency as marginal and emblematic of broader ethical lapses in modeling, rather than a transformative force, with critics highlighting its reliance on foreign talent amid unproven exploitation claims as reflective of pre-#MeToo vulnerabilities in the sector. Fashion insiders attributed the final client exodus— including high-profile departures in early 2017—to political boycotts against Donald Trump's presidency, accelerating the agency's decline from an already shrinking roster. Defenses from the agency, issued pre-closure, maintained that practices like housing and handling complied with industry norms, though such assertions faced skepticism from outlets documenting model testimonies of substandard conditions. Longer-term implications included minimal disruption to the modeling ecosystem, as the agency's scale—managing fewer than 100 models at peak—dwarfed major competitors like IMG or , underscoring its limited legacy beyond associations with figures like . Retrospective analyses, often from left-leaning media, framed the shutdown as a politically motivated to mitigate conflict-of-interest perceptions during Trump's administration, rather than a direct response to operational failures. No evidence emerged of systemic reforms in model practices attributable to the agency's controversies, with the industry continuing to grapple with similar visa and issues independently verified in subsequent reports.

References

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