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The Danish fashion brand Les Deux has opened the doors to its first store in Paris—a milestone marking the next chapter in the brand’s international journey.

Situated in the heart of the French capital, at the very centre of the fashion world, the store embodies everything Les Deux has cultivated over 15 years: contrast, craftsmanship, and character.

From Copenhagen to Paris. From local boutiques to international shop-in-shops, and now a permanent base in one of the world’s most influential cities.

We spoke with Andreas von der Heide, co-founder of Les Deux, about the significance of the opening, the initial reactions, and the journey that brought the brand here. Finally, Mathias Jensen, the long-serving creative director, shares his thoughts on the store’s design and spirit.

Andreas von der Heide (To the right) Co-founder Les Deux.

Andreas, why was Paris chosen as Les Deux’s next physical step?

“Primarily because the French market has become a significant one for us, a journey that has taken us from being an unknown brand to one of the most relevant menswear labels. From the first stores carrying our products, to our initial pop-ups, to shop-in-shop openings in major retailers like Galeries Lafayette, and then establishing our own offices with our dedicated team—today, we can finally open our own doors.

Moreover, Paris is the most influential international fashion capital, where our presence generates global attention. Forbes, for instance, has flown from New York to Paris to cover our story.”

What does opening a store in the fashion capital mean for you as a Danish brand?

“We are incredibly proud to be Danish and to represent Danish menswear on the global stage, showing that we can compete at a high international level. This store is more than just a shop—it is a tangible testament to all the hard work we have put in over the years.

It embodies the dedication of countless people over many years—not only internally, but also the many stores back home in Scandinavia that believed in us and laid the foundation for our bold step onto the international stage.

…And it means a great deal to our entire organisation across all countries. I can feel just how proud our teams are these days.”

You opened on Thursday. How have the first local reactions been?

“We hosted a soft opening on Friday to test our team, who have trained and worked in our various shop-in-shops in Paris. The first days have been extremely positive, and you can really feel that the city operates at a completely different retail level.”

You have a French name, but the brand originates from Copenhagen. How have the French reacted?

“They see us as a French brand. They love the story, the French roots, and the style.”

What has been your personal highlight in opening in Paris?

“For me, it is another step in the 15-year journey we have been on. It underlines everything happening now—both in France as a country and as an international brand. We have gone from being the biggest brand in Scandinavia to one of the strongest menswear labels coming out of Scandinavia in recent years.

There isn’t one single moment for me, but countless ones. The most incredible thing is our team’s ability to keep building. Dontt has been part of the journey from the very beginning. You just have to look back through the archives and read story after story.”

Will there be more stores in other capitals?

“I promise you that! We are far from finished.”

Every detail in Les Deux’s new Paris store is deliberate. The brand’s history and DNA converge here. We asked Mathias Jensen, creative director, to explain the thinking behind the space—how contrasts, nostalgia, and modern design come together to create a living environment that tells the brand’s story.

Mathias Jensen, Creative Director of Les Deux:

“The store’s design is founded on one of the brand’s core pillars: contrast. Our identity is built on the tension between the classic and the contemporary—and the magic that happens when the two meet.

Inside the store, we work with materials like dark walnut and chrome, combining warmth and coolness, nostalgia and the present. Contrast is not merely an aesthetic device—it is part of our DNA. It manifests across everything we do, from collections and styling to campaigns and the spaces where people encounter us: from our Copenhagen headquarters to our stores in Denmark, abroad, and now Paris.

The store’s aesthetic is simple, yet laden with meaning. With a few carefully chosen elements—trophies, bespoke basketballs, and images chronicling our 15-year journey with its ups and downs—we have created a space where you can sense our history while feeling at home. That was the goal from the start.

Many of the design elements come from flea markets, mixed with our own products and memories. This blend gives the store a timeless, living quality—a place that invites exploration. Visitors can discover everything from vintage trophies to basketballs designed for our Copenhagen court project.

Contrast is at the heart of everything we do. It is where we find our identity, and it is where we create something new.”

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Since 2010, Woodbird has quietly established itself as one of Denmark’s most reliable fashion brands. Not through flashy gestures, but through a persistent focus on product, culture, and community. Today, the brand stands strong both in Denmark and abroad, carving out a space between Scandinavian minimalism and Asian influence.

Woodbird sees itself as a cultural brand rather than a traditional fashion label. With roots in both East and West, it strives to foster a more global, cultivated, and inclusive worldview.

At the helm is Chung Wai Cheung, driven from the start by a unique mix of intuition, energy, and hard work. Born in Denmark with roots in Hong Kong, he has built a brand that bridges worlds and narratives.

In conversation, Chung recounts his journey from a business school student with dreams of starting his own company to founder and CEO of a brand now sold in 16 markets. He speaks about learning through mistakes, standing by his decisions, and why a strong culture matters more than KPIs.

Chung is the kind of person you could spend hours with. He dives into detail while always keeping the bigger picture in mind: culture, people, and perseverance. Meet him here on dontt.dk.

Chung Wai Cheung, CEO & Founder, Woodbird

What did you dream of as a child?

As a child, I dreamed of becoming a professional footballer. It was a huge part of my youth. I was a fairly decent player, and of course, there were my friends too, so it felt natural to dream of that life.

Later, I also considered becoming an accountant because I loved mathematics and seeing tangible results. It made sense to practice and work hard. The common thread was always that when I committed to something, I gave it 100 percent.

That mindset has stayed with me ever since, and it continues to guide me at Woodbird.

Before founding Woodbird, Chung held several positions within the fashion industry. He gained a deep understanding of the dynamics at every level — from working on the shop floor to managing distribution, sales channels, and brand collaborations. It was this experience that laid the foundation for the journey that would eventually lead to Woodbird.

How did the idea for Woodbird begin to take shape?

It’s always interesting to reflect on this in hindsight, when you’ve learned so much along the way. It’s been a long journey to get here.

My interest in fashion started early. I remember being tasked with organising a fashion show at business school, and I threw all my energy into it. It sparked the same kind of excitement I had felt with football. I loved the feeling of creating something visually and seeing how people reacted.

After business school, I worked in a clothing store, quickly moving from trainee to store manager, which eventually led me to start my own agency. We both represented other brands and developed our own products. That’s where I got a taste of the entire machinery — everything from design to sales, negotiations, and building relationships. I approached it with the goal of creating products that would sell. Honestly, it was business before brand at the start. All that groundwork became the foundation for what would later become Woodbird — a completely new, huge challenge.

Building a coherent brand universe from scratch was something I had to learn along the way — through trial and error, adjustments, and dedicated effort. In many ways, that has been at the core ever since.

How did your upbringing and family influence your independence and work ethic?

My parents ran a restaurant, and I grew up in the middle of it. They worked when everyone else had time off, and I started helping out early. At 12, I was responsible for washing dishes and other practical tasks. It taught me responsibility and not to shy away from hard work. The way I grew up shaped me a lot. I don’t remember it as a negative experience, but I was made to be self-reliant from an early age.

It’s always interesting to hear what we each carry with us from home, but today let’s focus on Woodbird. Which milestones stand out in the brand’s journey?

Fortunately, there have been many. They aren’t always the biggest on paper, but some stand out immediately.

One was entering the Dutch market as our first export destination, which showed us that our products could sell beyond Denmark.

Being stocked on Zalando at the time was another major moment.

Early on, we managed to sell 15,000 pairs of trousers in Denmark — a product that opened many doors and caught the attention of others in the industry.

But one of the biggest turning points came in January 2021, when I hit a wall and began to doubt whether we were in the right place. That low point became the beginning of Woodbird 2.0: we clarified our DNA, focused on personality, and communicated more clearly who we are. It changed everything.

In fact, that shift matters far more than the initial results I mentioned — it laid the foundation for everything that followed.

So, how does the business look today?

Factually, we are present in 16 markets and have grown steadily every year. The industry has gone through a lot over the past five to six years, so I’m naturally pleased with that.

There’s a strong energy around our brand, which I’m proud of. For me, it’s about respect — for the product, our customers, and our partners. We place a high value on culture and community, but that also comes with responsibility.

Last but not least, we have a strong team, which is the most important ingredient in building a great culture.

You mentioned the challenges in the industry. What do you see as the biggest change in fashion right now?

“The industry has become far more unpredictable. Consumers often know what they want before even entering a store, and this is true online as well. You can no longer rely on the product alone; the brand must own the story and the culture. You can see this in which brands have been most successful over the past few years.

We invest in storytelling and relationships, and that creates resonance. I think that’s the biggest change I see.

For Woodbird, it means we prioritize people before product.

We see ourselves as a culture brand. We don’t use lifestyle markers like music or sport as references, but instead work with culture as the core element — food, socio-culture, behavior, and humor. Not to point out differences, but to build bridges and foster a more inclusive way of seeing the world.”

What keeps you motivated?

It’s the team. The energy and dynamism we have internally makes me proud. Building something together and seeing people grow—that’s my driving force. Our culture has never been stronger, and it reflects in everything we do—sales, collaboration, events. We work with partners across Europe and push each other to improve. Internal competition is often healthy when it raises the bar for quality.

Where do you find inspiration right now?

Much of my inspiration comes from intuition and spontaneous ideas. I’ve always trusted my gut, and often it’s the small, unexpected inputs that spark something new.

A large part also comes from my colleagues. When you speak openly, share ideas, and even dare to disagree, magic happens. It’s in that dialogue and shared drive that the best ideas are born, often taking directions you didn’t anticipate.

The energy and spontaneity that emerge within the team inspire me daily and keep creativity flowing, both in everyday work and in larger strategic decisions.

What are your ambitions for the next few years?

Internally, we say we want to conquer the world—but with focus. We aim to build a strong Woodbird culture, not just maximize sales. That means saying no to certain opportunities so we can nurture the ones we have. We pursue meaningful growth, not growth for growth’s sake. It’s about staying true to our DNA and creating something we can be proud of.

We’re excited to follow Woodbird and Chung on their journey. Stay tuned here at dontt.dk.

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The Danish brand Rains continues to draw international attention. Last week, the company expanded its footprint with new store openings in Amsterdam, Paris and Stockholm — unveiling its latest retail concept across Europe.

It follows a move that made headlines earlier this year, when co-founder Daniel Brix Hesselager returned to the role of CEO. At the time, he told dontt.dk that he wanted to “get back on the entrepreneurial path.”

And it seems he meant it. Speaking to Vogue, Daniel elaborates on the transformation currently unfolding at Rains: “It’s not just about me, but about the transformation we’re leading at Rains right now – with retail expansion at its core. It’s a major shift, and it’s happening at a pace that only an owner can truly take responsibility for.”

Daniel Brix Hesselager, CEO & Co-founder, Rains

The transformation sees Rains evolve from a traditional wholesale brand into a fully integrated 360-degree retail model — one that encompasses everything from product range and logistics to store concepts and the customer journey. The brand is moving from two main seasons to four, introducing twelve annual deliveries with monthly drops designed to spark curiosity and strengthen the connection with consumers.

Daniel Brix Hesselager explains:

“We’re expanding from mainly outerwear and bags to a complete lifestyle universe that includes ready-to-wear, home decor, footwear, skiwear and activewear. We want to invite customers to explore the Rains universe on a deeper level.”

According to Daniel, the shift is not about leaving wholesale behind, but about strengthening the ecosystem around the brand. Today, Rains maintains an even balance between its own channels and external partners — a balance that will remain, though with a renewed sense of evolution.

“The goal isn’t to cut anyone out, but to lift the entire brand together.”

Rains was founded in 2012 by Daniel Brix Hesselager, Philip Lotko, and Kenneth Davids. The latter remains a member of the board, while Philip Lotko continues to play an active role within the company.

Daniel concludes:

“We are fully aligned. Philip focuses on outward-facing activities — marketing, brand development, and expansion. We built Rains together on a simple business model, but to grow, we needed to rethink everything. I believe in the new vision, and I’m confident we will see a completely new Rains emerge on the other side.”

You can also read the full article, “How to complete a corporate overhaul in six months: The Rains way,” here.

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Sirène blends technology and lifestyle to create everyday security while empowering confidence and the freedom to move without fear.

At its core, it is a personal safety device that can summon help in threatening situations. But it is much more than that: it’s about the fundamental right to feel safe and free, wherever you are.

Driven by a clear mission, Sirène and its founder, Caroline Louise Lilleør, have already made a tangible impact – including saving lives. Now part of the tech company OOONO, the brand has quickly established itself on international markets, with partnerships including Adidas.

We met Caroline Louise Lilleør over coffee at Sonny in Copenhagen to hear her story and her vision for Sirène.

Caroline Louise Lilleør

Caroline, in short – what problem are you trying to solve with Sirène?
“I have a burning desire to reduce feelings of insecurity and to strengthen people’s sense of safety – to the point where no one has to question whether they can walk alone in public, which in many ways is a basic human right. Sirène is and will always be a confidence-boosting product.”

Are you a tech company?
“We are a lifestyle-tech company. We use technology to develop products that fit naturally into everyday life and make a real difference. Our goal is to create solutions that provide people with a safer daily experience and enhance their freedom to move freely. Sirène was developed from experiences where freedom was taken away, which is why we first and foremost see ourselves as a lifestyle brand – because what we work for is about protecting something fundamental: the right to feel safe and free.”

Do you have any particular experiences from users or customers that have confirmed the importance of what you do?
“I have had several experiences that have stayed with me deeply, in a positive and life-affirming way. One of the most striking is that, as far as we know, Sirène has helped save two lives. Both individuals suffered cardiac arrest but were able to activate Sirène before collapsing.
Receiving calls from both the survivors and their relatives is an experience that truly touches the heart. It makes me immensely proud of what we have created.”

Who is your product for? Who uses it?
“Our product is for anyone who needs a little extra sense of security in their daily life – whether it’s on a run, walking the dog, or simply moving from A to B. Sirène is designed to provide that reassurance.

Today, it is used daily by both a 17-year-old young woman and a 60-year-old man. Different routines, same need. It’s both fascinating and eye-opening – frankly, at first we thought our primary audience would be women between 16 and 30. It turned out to be slightly different, and you have to adjust your marketing accordingly.”

In 2021, you became part of OOONO! What has that meant for Sirène?
“Without a doubt, it allowed us to enter the market as quickly as we did. We have been able to stay agile and adapt both the product and marketing to users’ needs. OOONO has grown into a large operation where almost everything is done in-house – from content to software – which is a huge advantage for a young company like Sirène.”

Your biggest market is Germany? Was that planned, and which markets are you focusing on?
“Both yes and no. We had originally hoped to succeed in Denmark first, but we saw a strong need in Germany and deliberately went after that market to test our theory. In the two months leading up to the launch, we focused all our energy on collecting email addresses from people who wanted to pre-order Sirène. It went so well that we sold out just 36 hours after the official pre-order launch – an incredible experience.

Today, our service is available across Europe, but my eyes are especially on the UK, where I expect our next launch to be. I can’t say more at this stage.”

How do you see Sirène evolving over the next few years?
“In a few years, Sirène will be an even larger lifestyle product, available across much of the world, both on the street and at home. We have entered into B2B agreements that will play a significant role in both Sirène’s development and the growth of our company.”

Who inspires you?
“Negin Mirsalehi is a huge inspiration for me. She hasn’t just built a strong personal brand, but also a solid business with Gisou. I’m particularly fascinated by their marketing and campaigns. Their style is consistent and gives me the perfect 80s and 90s vibe – pure nostalgia for a 90s kid like me.

Additionally, I’m inspired by Anna, Camilla, and Emma, the founders of Female Invest. They represent both an important mission and an indescribable power.”

What advice would you give to others who dream of starting something but hold back?
“It’s always a good idea to start something while you’re still a student. Your student grant is your salary, you have professors and lecturers to spar with, and you can even write assignments based on your business. I did this myself, and it worked really well!

Beyond that, you learn an incredible amount from building something completely from scratch. My advice is to map out your network: write it down, mark who can help in which areas, and use it actively.
And if you need capital, I would always recommend pitching to investors relatively early – but do yourself a favor and find an active investor, not a passive one. An active investor can bring invaluable experience that helps you avoid critical mistakes.”

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Copenhagen-based SAYSKY has firmly established itself on the global stage, now stocked in over 90 stores across Japan, with an even larger presence in Germany and the UK.

The brand is launching its second global collaboration with PUMA – a rare achievement for a Danish company.

We spoke with Lars C. Pedersen, founding CEO of SAYSKY, about the reception of the collection during Chicago’s marathon weekend, and what this partnership means for the brand’s international ambitions.

Lars C. Pedersen, founding CEO at SAYSKY

Lars, how was Chicago during marathon weekend?

“Insane. 54,000 runners, families, brands everywhere – a city alive with running culture. We kicked off the marketing build-up for Puma x SAYSKY – Drop 2 with a social run that brought out 150 runners.

We started and ended at the legendary Chicago Burger Diner, Billy Goat, to create the energy we love ourselves – authentic and down-to-earth, filled with chatter, laughter, and high-fives. I ran the iconic marathon myself and set a personal best of 2:44 – for me, it was an unforgettable weekend, fully approved in every way.”

You’ve just launched another collaboration with PUMA. What reactions have you received?

“Overwhelming. Our community responded with an outpouring of ‘fire’ emojis and countless ‘finally!’ comments on Instagram. Several athletes and personalities ran in the collection during the marathon, and seeing people take to Chicago’s streets in our race kit was, and will always be, incredible.

I’ll never quite get over the fact that people choose clothing we’ve created when they’re performing at their absolute best. To have that kind of trust is always special – but SAYSKY really is the very best of the best.”

What does it mean for SAYSKY to land another global collaboration?

“It’s a strong mark of quality. For a brand of Puma’s scale to recognize that we have something they can work with is, of course, very satisfying.

It confirmed that our first collaboration delivered – and the feedback that a second edition is now coming proves that the combination of Puma’s reach and SAYSKY’s DNA works.”

Can you feel that this collaboration is opening more international doors?

“We can definitely feel the extra marketing muscle: more international doors are opening, more athletes are noticing us, and we’re getting more global shelf space – all without compromising our own voice.

2025 will be another strong year for SAYSKY – we haven’t arrived here by chance, and it’s exciting to see how my team continues to deliver at a high level.”

What does the collection consist of?

“The collection actually includes 29 styles, all built from the ground up. Three shoe models for men and three for women. The apparel ranges from race silhouettes to training silhouettes, as well as ‘off-court’ styles. Together, we’ve created a striking all-over print that beautifully blends leaves, origami, and camo. We’ve also incorporated hand-drawn graphic elements, like Puma’s cat and the magical star – these anchor the design while taking our expression, in my handwriting, one step further in a SAYSKY-authentic way. It’s very personal when something comes directly from my hand, so it’s rewarding to see it received so well.”

Do you have a favourite item?

“Two, actually. A long coach/travel parka, which is unusual for a running brand – but for us, running culture extends beyond training. Running doesn’t stop at the track. The parka is 24/7/365 and part of many people’s identities.

The theme of this collection is precisely ‘more than a race’ – SAYSKY is more than just running, which is why I’m particularly proud to have this iconic jacket.
The second favourite is the Fast-R 3 race shoe. It features the signature all-over print and is currently considered by enthusiasts to be one of the fastest running shoes in the world, which makes it a standout. That shoe deserves to be in glass and frame.”

Why does the PUMA x SAYSKY collaboration make sense – again?

“Because we each bring something genuine: Puma’s global power and our Scandinavian purity, attitude, and love for running. Together, we create products that push boundaries – products you can run fast in, train hard in, and live in. Performance and style are combined in a unique way and sent out across the globe.”

Organic growth has taken SAYSKY from Copenhagen to the world.

Read our in-depth interview with Lars C. Pedersen, founding CEO, about his journey and ambitions for SAYSKY.

Read more here.

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The more you operate online, the more vital it becomes to nurture relationships. The more global your reach, the more local your approach must be. This is a point we’ve explored in a previous analysis on dontt.dk. One company that has mastered it better than most is Europe’s leading online fashion platform, Zalando.

Having already launched its loyalty programme, Zalando Plus, the company is now taking another step to deepen its connection with customers.

By expanding its personalised AI feed and introducing customer profiles across 16 new markets, shopping on the platform is becoming more interactive and community-driven.

Robert Gentz, Founder and co-CEO of Zalando, explains:

“These new features mark a pivotal moment in our mission to evolve from a transaction-based platform into a living, inspiring ecosystem for fashion and lifestyle.

We bring together the convenience of e-commerce, the entertainment of social media, the community of idea-sharing platforms, and the inspiration of editorial content into one seamless experience. It’s not just about making things easier for our customers – it’s about making them more engaging, relevant and personal.”

Robert Gentz, Founder og co-CEO, Zalando

A new customer profile is also being rolled out across all markets. It brings together users’ saved content, favourite brands, and the content creators they follow. In practice, this means far better-curated boards, which can now be shared both on and off the platform.

This gives users the opportunity to showcase their personal style while fostering a sense of community on Zalando.

Anne Pascual, SVP of Product Design at Zalando, adds:

“With the launch of the new customer profile and the ability to share boards on Zalando, customers are noticing each other on the platform for the first time. Essentially, we are recreating an everyday offline experience: people seeking advice and sharing outfit recommendations.

It’s a significant milestone and a fundamental shift in how customers experience and use Zalando. We are moving beyond the traditional e-commerce model to respond to a profound change in how digital natives discover and shop – driven by emotion, inspiration and community.”

The AI feed, initially launched in six countries in July, is now live in 22 markets.

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At Selected Car Group, it’s about much more than cars. It’s about passion, courage, and community. With five strong pillars—Leasing, Investment, Events, Collection, and Race—the group has brought together some of Denmark’s most passionate automotive companies under one roof.

Leading the marketing efforts is Claus Smed, Group Marketing Director, who works every day to give customers the chance to experience more.

Claus doesn’t come from a traditional automotive background; he started in advertising, where aesthetics, storytelling, and curiosity have always been his driving forces. For him, it’s about raising the bar—whether in the customer journey, company culture, or communication.

We spoke with him about the company, passion, digitalization, and why conversations remain his greatest source of inspiration.

Claus Smed, Group Marketing Director, Selected Car Group

Claus, if someone had never heard of Selected Car Group, how would you describe the company?

“We are a family of companies, all united by a passion for cars. We operate across five pillars; Leasing, Investment, Events, Collection, and Race. So no matter what kind of automotive passion you have, there’s a place for you here. At the heart of the group is our desire to raise the bar. For us, it’s not just about keeping up with trends, but about preserving the classic in a modern world. We embrace elegance, aesthetics, and that feeling when something just feels right. That’s the bar we aim to raise.

And it’s not just about cars; it’s about culture, events, and everything surrounding them. We have customers across the country and are physically present with showrooms on Zealand, Funen, and Jutland.”

Which values are most important to the company?

“When I got this job, I called my mother to tell her. She said many things, but one line stuck: ‘That sounds very passionate.’

And that really hits the mark. Without passion, there would be no Selected Car Group.
Beyond that, it’s about courage. We dare to lead. We are proud of what we do. And community is a key value for us, a sense of togetherness that runs across our entire universe.”

Which customers do you primarily serve?

“When you drive past one of our showrooms, it’s clear that we are a premium brand. We bring together a unique collection of expertise in premium, enthusiast, and collector cars.

But we actually work with all vehicles in the premium segment.

You don’t need to have millions in the bank to become a customer. Many people grow into our universe over time. Premium comes in all shapes, sizes, and price points, depending on where you are in life. Our customers usually have strong opinions and a deep passion for cars, but everyone comes from their own starting point.”

Which trends do you see as most significant for the automotive industry right now?

“We can break it down into three areas.

First and foremost, it’s about the experience. Every sale should be personal and unique. It might sound like a cliché, but most people don’t buy a car every day. This is where our ‘Mærk mere’ (‘Feel More’) campaign comes in, defining what driving pleasure really means.

Next, digitalization is more important than ever, especially along the customer journey. We’re investing heavily in this area, so we’re stronger digitally than ever before. We’ve launched an app that makes it even easier to be part of our universe—whether you’re a customer or a potential one. Increasingly, more of our communication happens through the app.

Finally, there’s electrification, which Denmark is leading the way on. We need to navigate this wisely, as demand for electric vehicles is growing significantly.”

Especially the latter two areas involve a high degree of innovation, both in cars and in marketing. Isn’t it hard to keep up?

“You’re right. And that’s why the answer to your question is that you can’t talk about innovation without talking about technology. We’ve invested a lot in navigating a market that evolves almost daily—and in bringing in key people who elevate us both professionally and personally. Our marketing department is significantly larger and far more specialized than it was just a few years ago, and that comes with responsibility.

It’s largely about curiosity and the courage to try new technology, even when it requires thinking differently than before. No one can afford to sit still in this fast-paced industry.

Even though technology plays a bigger role than ever, it’s still the classic values that hold us together—passion, aesthetics, and creating something that genuinely feels awesome. That’s often what makes us unique.

At the same time, it gives us plenty of opportunities to experiment, especially because it’s much easier today to measure whether an idea makes business sense. So we embrace it fully. We’d rather test than do nothing. This applies both to marketing and to the business as a whole, where the ability to turn ideas into action quickly is absolutely critical.”

What are your ambitions for the next 3–5 years?

“I can answer that clearly and concisely: we aim to be a market leader, but not necessarily the biggest. We want to grow in the right areas.

For us, it’s not about volume, but about quality. The most important thing is that our customers feel at home in our universe and stay with us.

We have an international presence that we want to expand, but always with respect for our DNA, focusing on experience, service, and quality throughout. We’re not chasing growth for growth’s sake; we want to get even better at what we already do well.
In short: we aim to raise the bar every single time.”

You mentioned your app earlier. Can you tell us a bit more about it? It’s interesting that you haven’t just “moved your website into an app,” as we often see.

“You’re absolutely right and that was the point from the very beginning. This is our largest digital initiative to date. We’ve brought all our companies together into one universe, where customers can store their documents, sign agreements, and communicate directly with us.

At the same time, the app opens up access to events and exclusive experiences that are only available there, offering much more than just a digital service. We do need to get even better at telling this story, because the app is not just for existing customers. It’s also a way to invite new people into our universe and let them experience what we stand for.

It’s still new, but the reception has been excellent. Version 1.0 is live, and we’re already working on optimizing it and adding new features. We’ll probably never be completely finished, and that’s exactly what makes it exciting, because the app constantly evolves alongside our customers and their needs.”

How do you measure success in marketing?

“We measure everything. We work on two tracks, brand and leads. We report continuously and aren’t afraid to try new things. But we’re also not afraid to shut them down if they don’t work. The goal is to get the maximum return from our budgets.”

You come from the advertising world. What attracted you to the automotive industry?

“I wasn’t born a car guy, but I’ve always been fascinated by aesthetics and beautiful things. I’ve always been drawn to stories and the iconic. The automotive industry contains all of that and it also carries the mission of raising the bar. That applies from the level of our salespeople to every single campaign. We strive to be the best.”

What inspires you the most?

“Conversations. People. It could be athletes, creatives, or entrepreneurs. Many ideas start with a simple conversation. Curiosity is important and I’m also inspired by my own team. They’re young, talented, and understand technology at a level that constantly pushes us forward.”

This is the first part of our series on Selected Car Group. We explore the iconic automotive house in all its facets – from race cars and collector’s items to digital innovations and experiences that let customers truly feel more.

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Highland Park, the Scottish whisky distillery based in Kirkwall, Orkney – Scotland’s northernmost distillery – yesterday unveiled its latest release, Between You & I, in collaboration with none other than Swedish Michelin-starred chef Björn Frantzén.

The launch was celebrated in Stockholm at Frantzén’s own Brasserie Astoria, where guests from across the Nordic region were invited to an evening focused on much more than just tasting. Frantzén, already holding three Michelin stars, worked with Highland Park to translate his universe of culinary precision and Nordic aesthetics into a new way of experiencing whisky.

To dive deeper into the experience, we teamed up with one of Denmark’s leading whisky influencers, Mads Schytte – better known as @whiskytossen on Instagram, where nearly 200,000 followers follow his whisky journey.

We sat down with Mads to talk about the evening in Stockholm, his impressions of the collaboration between Highland Park and Frantzén, and how the whisky scene has evolved in recent years.

Björn Frantzén, the only chef in the world to hold three Michelin three-star restaurants

Photo: Mads Schytte (right), better known as Whiskytossen on Instagram

First, let’s introduce @whiskytossen. Who’s behind it?

“By day, I actually work in IT. I’m 44 and split my time between Aalborg and Copenhagen. My interest in whisky started quite early – I thought it looked so ‘grown-up’ when people ordered neat spirits. You knew what you wanted. I especially remember Macallan – those brands signaled that you knew your taste. I wanted to learn that too.

My debut was Chivas Regal 12 – my dad’s. It burned all the way down my throat, and I thought: I’ll never love this. But by chance, I got my hands on a Highland Park 25. My philosophy back then was that if it was old enough, it must be good. Not necessarily true – but this one tasted really good. And I thought: if whisky can taste like this… – I was sold. That’s where my real interest began.

About six years ago, I decided to share this passion. I felt there was a gap in Denmark for a whisky influencer who took it seriously but still had a sense of fun. That’s how @whiskytossen started – and later I also launched madogmonopolet.dk.

How would you place Highland Park on the whisky map? What kind of brand is it?

“Highland Park is a brand with deep, traditional roots. It was founded in 1798 by Magnus Eunson – a church beadle with a love for whisky. He supposedly hid bottles under the pulpit.

Their distillery is in a truly unique location: Kirkwall on the island of Mainland, the largest of the Orkney Islands, north of mainland Scotland.

This location gives them incredible opportunities for whisky maturation. They’re special because they appeal both to lovers of smoky whisky and those who prefer something lighter.”

We were in Stockholm to taste their new whisky, Between You & I. What did you think?

“If you forget everything around it and just focus on the whisky itself, I think it fits perfectly into their core range. It stands out from both the 15- and 18-year-olds – a bit of an outsider, actually.

It spent six years in Swedish oak, which I think is quite daring. I probably wouldn’t have dared it myself. Swedish oak has a lot of tannins, which can easily throw off the balance. But here, it works. It shows they really know what they’re doing – because once it goes wrong, you can’t fix it.”

Let’s talk about the presentation. What do you think about the collaboration with Björn Frantzén – and the Between You & I series in general?

“It’s bold. Highland Park dates back to the 1700s, so to collaborate with a top chef and bring whisky into a more gastronomic universe – that breaks traditions. And I love it.

Frantzén knows his aesthetic, and Highland Park knows its history. Together, they dare to say: ‘Forget everything you usually associate with whisky.’ It’s groundbreaking. They show that whisky doesn’t have to be heavy or stodgy. You can pair it with food. It makes good whisky more accessible. I also think that’s why this collaboration is so exciting.”

Who is the Between You & I series and this whisky aimed at?

“A much broader audience than you’d normally associate with whisky. Anyone with an interest in travel, food, or experiences can find something in it. It’s not just for the hardcore enthusiasts.

You could see that on Tuesday – they served the whisky in cocktails rather than the classic glasses. It really set the mood. It became an evening where everyone could participate. They removed the dustiness and made it modern.

I really like their approach: ‘Tell me what you feel – there are no wrong answers.’ It completely turned the evening upside down. I might have been one of the people who knew the most about whisky in the room – yet I still felt completely out of my element, in a good way. They created a real sense of community.”

How do you see the whisky scene developing in general?

“There’s no doubt that interest is growing – but I think a lot of it comes down to exclusivity. Many brands are going for older, more expensive bottles. There will always be a market for that.

But the skilled players approach it differently. They focus on experiences, collaborations, food, and design. It becomes more exclusive – but also more lively. Younger people might enjoy whisky in cocktails rather than neat – and that’s perfectly fine. You’re not just buying a bottle anymore; you’re buying into a brand. You see this in many industries, and whisky is no exception.”

And if you had to pick – what’s your Highland Park favorite?

“Highland Park 18 Year Old, without a doubt. It was the first – and the last – I tasted when I visited the Orkney Islands. It has won numerous awards, and for good reason. It’s a whisky that many people can enjoy – without having to empty their wallet,” concludes Mads Schytte.

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Danish fintech Flatpay continues its remarkable growth journey — now setting its sights on €1 billion ARR.

There’s no doubt that Flatpay is backing up its words with action. It’s rarely seen that a Danish company scales this fast. In just over three years, Flatpay has surpassed €100 million in annual recurring revenue (ARR) — and the ambitions don’t stop there.

On LinkedIn, CEO & Founder Sander Janca-Jensen shared the milestone:

“Flatpay is now a €100M+ ARR company and we’re just over three years in. This is such an incredible milestone, and I couldn’t be prouder of the team.

The speed at which we’ve reached this milestone puts us in the same league as, and even ahead of, some of the most admirable companies in the world.

Every day, the team works incredibly hard to do better, and we believe we’ve found our sweet spot: serving the merchants very few truly care about. But we do. We wake up every morning driven to do better for the SMBs of the world.”

The ambition going forward is clear:

“In the coming three years, we’ll 10x the business to become a €1B ARR company — where merchants get all their financial services and software from us.”

Onwards and upwards, as Janca-Jensen concluded his post.

Sander Janca-Jensen, CEO & Co-Founder at Flatpay

On dontt.dk, we’ve been closely following Flatpay’s journey — most recently in August, when they hit their latest milestone: reaching 1,000 employees in just three years.

Flatpay is undoubtedly one of Denmark’s most fast-growing companies — and currently one of Northern Europe’s fastest-scaling fintechs. In just a few years, the company has gone from an idea to handling payments worth billions of kroner, and it now serves over 20,000 customers.

In August, CEO and co-founder Sander Janca-Jensen spoke about Flatpay’s culture, which he sees as the company’s biggest growth driver:

“We’ve proven that when you bring together people who care about each other and about your customers, you can create something unique. Our employees are given responsibility from day one and the opportunity to grow with the company. It’s a culture we cherish, and one we believe can scale globally.”

Co-founder Rasmus Carlsen, responsible for marketing and brand, has also discussed building visibility and trust in an historically rigid industry: “Card payments aren’t just a transaction — they’re the heartbeat of your business.”
You can read the full interview [here].

Shortly before that interview, Flatpay raised €43 million — a funding round that significantly accelerated its expansion. Since then, the pace has only increased, with

Flatpay now targeting international growth: “This is just the beginning. We’re growing fast, but in a healthy way. Our formula is simple: the right people, freedom with responsibility, and an uncompromising focus on the customer’s needs. It’s brought us this far, and it will carry us even further,” concludes Sander Janca-Jensen.

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Danish fashion brand Ganni, which has established itself as a global success in recent years, is now reportedly up for sale. The decision comes from private equity firm L Catterton, which has been the majority owner since 2017, while founders Ditte and Nicolaj Reffstrup continue to hold a minority stake.

According to Børsen, which first reported the sale plans in September, investment bank Rothschild has been hired to lead the process – though the move has not yet been officially confirmed by Ganni or L Catterton.

Ditte og Nicolaj Reffstrup, Ganni founders

Ganni was originally acquired by L Catterton for approximately DKK 500 million in 2017. Since then, the brand has experienced significant growth and achieved a global breakthrough over several years, making it an attractive prospect for potential buyers, according to industry experts. L Catterton is one of the world’s largest consumer-focused private equity firms, with more than 200 completed brand investments. The firm was founded in 2016 as a partnership between Catterton, LVMH (Louis Vuitton Moët Hennessy), and Groupe Arnault. Its strategy typically involves acquiring companies, scaling them, and later selling them for a profit.

Founders Ditte and Nicolaj Reffstrup continue to play a central role in the sale process and, according to our sources, are key contributors throughout.

The numbers speak for themselves: Ganni’s revenue has long surpassed DKK 1 billion, with substantial profits sustained over several years. Based on these figures, the potential sale price is estimated at 10 to 15 times EBITDA, putting the company’s valuation in the region of DKK 2 billion.

Ganni has established a strong presence in international markets. The brand operates nearly 80 own stores and is sold through around 700 retailers worldwide, including 22 stores in the US and eight in China. This expansion has positioned Ganni as a global player, successfully entering key markets beyond Denmark.

In addition, Ganni plays a significant role in the sustainability agenda, notably through its Fabrics of the Future program, which focuses on innovative and environmentally friendly materials.

You can follow ongoing developments on dontt.dk.

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