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The Danish fashion brand Ganni, which in recent years has established itself as a global success, is once again changing leadership at the top.

After just two years, Laura du Rusquec has stepped down as CEO. Her departure follows a period in which the brand has expanded its Paris footprint with a French headquarters and taken on a more visible role on the official Paris Fashion Week calendar.

Du Rusquec joined Ganni in April 2024, bringing experience from the Kering group (Gucci) as well as a senior role at Balenciaga.

At the same time, it remains an open secret that the Danish fashion darling is still up for sale.

Hans Hoegstedt

Rothschild & Co has been appointed to oversee the search for a new owner on behalf of majority shareholder L Catterton, which has held its stake since 2017. According to our information, a transaction may not be far off.

Ganni says the new appointment is a temporary arrangement.

The role has been given to Hans Hoegstedt, who brings a broad leadership profile with experience across energy, industry and fashion. He was previously CEO of Italy’s Miroglio Fashion and the design company Tom Dixon, and began his career in brand management at The Coca-Cola Company.

He has also worked closely with private equity firms and been involved in major transformation and IPO processes.

Hoegstedt steps into a structure where Ditte Reffstrup retains creative responsibility from the Copenhagen headquarters, while Nicolaj Reffstrup remains active in the company’s development.

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Rains continues to build on its international momentum, opening its first-ever flagship store in Asia this week — located in the sought-after HKRI Taikoo Hui in Shanghai.

The development spans more than 320,000 sq m and extends well beyond retail, housing offices and two hotels alongside the shopping centre. It brings together some of the world’s leading brands and concepts, from Louis Vuitton installations to Zegna cafés and stands as one of the city’s most premium retail destinations.

Daniel Brix Hesselager and Philip Lotko cut the ribbon in Shanghai.

HKRI Taikoo Hui, Shanghai

But first, a bit of context.

When we last covered Rains towards the end of last year, the brand was in the midst of a broader transformation. The shift marked a move away from a traditional wholesale model towards a 360-degree retail approach — spanning everything from assortment and logistics to store concepts and the overall customer journey. Two main seasons were expanded into four, with 12 annual drops designed to create ongoing curiosity and bring the brand closer to its customers.

At the time, Daniel Brix Hesselager said:

“We are expanding from primarily outerwear and bags into a full lifestyle universe, including ready-to-wear, home decor, footwear, skiwear and activewear. We want to give customers the opportunity to go deeper into the Rains universe. We are moving from two main seasons to four seasons and 12 deliveries a year, with monthly drops.”

And there is, clearly, action behind the words.

One of the most tangible moves is this week’s opening at HKRI Taikoo Hui in Shanghai. The new 148 sq m store is conceived as an experience in itself.

Co-founders Daniel Brix Hesselager and Philip Lotko were both present at the opening, cutting the ribbon in front of press and a large group of Rains customers.

You can read more about Rains here:
Rains rolls out new retail concept: “Only an owner can take that responsibility”

Photo: The iconic Louis Vuitton store at HKRI Taikoo Hui.

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Conversation with Raymond Cloosterman, CEO & Founder, Rituals

In just 25 years, Rituals has grown from a basement start-up in Amsterdam into a global business with 1,500 standalone stores and a presence in 33 countries. In 2025, the company reported revenues of nearly €2.5 billion and an EBITDA of around €550 million, placing it among the fastest-growing brands in the global beauty industry.

Yet for Raymond Cloosterman, it has never been solely about products. “It was never just a product idea,” as he puts it.

Today, Rituals has committed to allocating part of its profits to supporting the mental wellbeing of millions of young people, just one element of a broader ambition to create meaningful, positive impact.

In connection with a major relaunch, we met Raymond Cloosterman in Amsterdam for a conversation about the journey, the responsibility, and what continues to drive him today.

Raymond Cloosterman, CEO & Founder, Rituals

Raymond, Looking back, can you remember the vision you dreamed of for Rituals when you started 25 years ago?

“Yes, I still remember it very clearly, because it was never just a product idea. It was a belief about how people want to live. I wanted to build a brand that could help people slow down and rediscover meaning in the smallest moments of their day.

I was lucky enough to travel a lot because of my previous job, and I was inspired by ancient Asian traditions, but what stayed with me most was something universal. Happiness and wellbeing are not found in one big life change. They are created through small rituals that you repeat every day.

From the start, I wanted Rituals to be a complete world of experience. The fragrance, the texture, the design and the service had to work together. A store should feel like stepping out of the rush and into a calmer space, even if you only have a few minutes. And I wanted it to be accessible. Premium in experience, but not exclusive in attitude.

If you ask me what the vision was in one sentence, it is still the same today. We are not here to sell you beauty. We are here to make you feel good. We call it feelgood luxury.”

How important is it for you to preserve some form of the original start up spirit at Rituals?

“It is absolutely essential, I believe that spirit is what keeps a company alive. We should protect this culture at any sake. When you are small, you are naturally close to the customer. You listen more carefully, you move faster, and you feel every detail. When you grow, you risk replacing that with distance and routine. So, preserving the start-up spirit is really about protecting a mindset. It means staying curious and never assuming you have it all figured out.

For me, it also means keeping the business connected to the store floor. That is where the magic happens. It is where you see what customers respond to, and what they expect, where you feel the energy of the teams, and where you notice immediately when something is not good enough. It is also why innovation matters so much. Not innovation as a buzzword, innovation is a habit. If you keep creating, improving and refining, you stay relevant. If you stop, you become predictable. The goal is to grow but to keep the start-up mentality and culture. You can build structure and discipline, but you should never lose the hunger and the creativity that made the brand special in the first place.”

What has been your most important leadership principle over the years?

“Stay true to your brand’s philosophy and lead with purpose. Leadership isn’t just about growth or profit, but about building something meaningful and consistent. A few key ideas behind this principle. I believe in sticking to the core vision of Rituals, transforming everyday routines into meaningful moments, rather than chasing short-term market trends.

Also, strong company culture and values are central. Leadership is creating an environment where people feel connected to the mission. Lastly, Rituals isn’t just selling products, it’s selling an experience and a mindset. That requires to think beyond transactions, to build a brand with a soul, not just a business.”

Where do you continuously find the drive and energy to lead Rituals at the forefront of the industry?

“My energy comes from our purpose, building a brand that adds meaning to people’s daily lives. As long as we keep evolving, innovating, and staying true to that mission, the drive comes naturally.

I also get energy from learning and from the responsibility that comes with scale. When you become a bigger player, you no longer have the ‘luxury’ of saying, “We are too small to make a difference.” You have power and you have the ability to help move standards in the industry in the right direction. For me, sustainability becomes very concrete there.

It is the daily work of making better choices in packaging, reducing unnecessary materials, improving recyclability, increasing our refill collection, and constantly challenging ourselves to do more with less, without compromising on the experience our customers expect. These are not headline moments. They are thousands of decisions that, at our size, add up to real impact.

That is also why Profit Pledge matters to me. It is a commitment to link performance to positive impact, and to make sure that as we grow, we also give back and contribute in a meaningful way. It creates a deeper kind of motivation, because it connects ambition with values. It reminds us that leadership today is not only about staying ahead commercially. It is about using your success to help push things forward, and proving that growth and positive impact can, and should, go hand in hand.”

What do you see as Rituals next major milestone?

“It is about deepening what Rituals stands for and how we show up in people’s lives. We have proven that the concept can scale internationally. Now the opportunity is to make the wellbeing experience even more meaningful, even more consistent, and even more human, everywhere. To raise the bar and to become the most well-known wellbeing brand in the world.

That means continuing to elevate the store experience, because experience is our true product. It also means continuing to innovate in a way that feels relevant, so that small routines and rituals stay easy to integrate into daily life, and not something that only exists in a perfect world. And it means building the company responsibly, so that our growth comes with clear commitments and measurable progress. If we succeed, the milestone will not be a number.

It will be that Rituals becomes even more trusted and even more loved as a brand that genuinely helps people feel better in everyday life.”

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JOE & THE JUICE is on the verge of a significant milestone: the Danish chain now operates 488 stores worldwide and is fast approaching 500. In the first quarter of 2026 alone, it opened 19 new locations across the US, Central Europe, the UK, and the MENA region – from Los Angeles and New York to Brussels, Reading, Riyadh, and Dubai.

Back in February, we reported that JOE & THE JUICE, in partnership with one of Denmark’s wealthiest families, unveiled ambitious plans for India. This marks the brand’s first major strategic entry into Asia. The Aditya Birla Group, one of India’s largest conglomerates, has interests spanning textiles, cement, metals, telecommunications, finance, and foodservice. Founded in 1857, the group now maintains a global footprint with thousands of employees.

Read more here.

“Culture is not something you write on a wall. It’s something people build – year after year.”

That’s how key figures within the company often describe it.

As JOE & THE JUICE continues its rapid global expansion, the brand has also announced a significant internal development. Culture has always been central to how JOE & THE JUICE operates – and it will continue to be.

To formalize this focus, Philip “Pippo” Finsteen, known as Juicer #2 in the company’s history, has been appointed Chief Culture Officer.

Pippo has been with JOE from the very beginning and has played a pivotal role in shaping the culture that defines the brand today. With his new title, culture now has an official seat at the leadership table.

JOE & THE JUICE emphasizes that this is not about changing direction, but rather recognizing the enduring importance of culture – ensuring it remains a driving force as the chain grows worldwide.

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There’s more news from Danish payments firm Flatpay, which continues its meteoric rise. Since its founding in 2022, the company has surpassed a valuation of over DKK 12 billion, is approaching 2,000 employees, and maintains a growth trajectory few can match. Most recently, it secured an additional DKK 1.1 billion in new capital.

The momentum has now been further amplified with the appointment of one of Denmark’s most prominent business figures as chairman: Henrik Poulsen, current chairman of Carlsberg and Færch Group, and former chairman of Novo Nordisk.

All of this is happening at a strategic level, but don’t assume it comes at the expense of day-to-day operations.

Sander Janca-Jensen, CEO and co-founder of Flatpay, wrote on LinkedIn that March was an “all-time greatest” month.

He elaborates:

“We broke nearly every internal record, signed close to 9,000 new customers, and set new highs in Germany, France, Finland, the UK, and the Netherlands. At the same time, we rolled out a number of new features, for free and achieved a Net Promoter Score (NPS, a measure of customer satisfaction) of 64 for the product and 67 for customer support. For comparison, it took us 24 months to acquire the same number of customers we gained in March 2026 alone.”

Earlier, in an interview with dontt.dk, Sander emphasized that the company’s culture is its greatest asset: “Our culture is Flatpay’s strongest card.”

Sander Janca-Jensen, CEO & co-founder at Flatpay

In February, Henrik Poulsen, chairman of Carlsberg and former chair of Novo Nordisk, was appointed as Flatpay’s new chairman. He sees significant potential in the company’s product and market strategy.

Read more here.

Henrik Poulsen, chairman of Flatpay

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French beer 1664 has just unveiled a new global campaign starring Robert Pattinson. The launch took place in London, where the internationally acclaimed actor was on hand to meet a select group of media from around the world.

He kicked things off with an informal Q&A that, despite the often polished nature of such events, felt surprisingly relaxed and genuinely engaging. Afterwards, he remained available for interviews.

Over the past decade, Robert Pattinson has established himself as one of the world’s most influential and commercially successful actors. Most will recognise him from roles in Twilight, The Batman, and Harry Potter.

Robert Pattinson

The campaign launches today, 1 April, and is built on a new global study from 1664.

Under the title “A Question of Good Taste”, 1664 explored perceptions of taste across Asia, Europe, and North America. The findings reveal a fascinating paradox:

• 83% believe they have good taste
• 87% say taste reflects who they are
• Yet only 31% agree on what “good taste” actually means

The research also highlights growing caution around expressing opinions publicly. In an era of online debate and cancel culture, many feel it can be risky to speak up – even though 77% believe society would benefit from more openness and honesty.

In the campaign film, directed by Brady Corbet, Robert Pattinson takes on three distinctly different roles: a modern minimalist, an avant-garde artist, and an eccentric older dandy.

Set in Paris, the film highlights just how subjective the notion of “good taste” truly is.

From the London event, where dontt.dk met Robert Pattinson

Robert Pattinson says:

“What really drew me to 1664 was the refreshing, strong sense of style and humour. I enjoyed playing characters with completely different identities and points of view, each convinced they’re right. Taste is such a personal thing – everyone thinks they’ve cracked it. The fun of the film is watching that certainty unravel and explore how subjective Good Taste really is.”

“We’re delighted to have explored how Good taste is one of culture’s most debated concepts with Robert Pattinson. What interested us in this process was not whether people agree, but how strongly they hold their own perspective,” says Seva Nikolaev, Global Vice-President for Premium Brands at Carlsberg, “1664 isn’t here to define taste, but to celebrate the confidence to stand by it. Good taste doesn’t need consensus — it demands conviction.”

More on the campaign, launching today, with Robert Pattinson coverage coming soon on dontt.dk

All three of Robert Pattinson’s personas, in one shot!

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When we last spoke with Gustav Søgård, he had just launched Opally with around 12 hotels. (Read the previous story here.) Just a few months later, that number has grown to over 50, spanning five European countries. At the same time, the product has evolved from a single tool into a comprehensive AI platform covering all guest communications.

As if that weren’t enough, Gustav and Opally have now closed their first investment round, bringing on board prominent figures from both the hospitality and tech sectors—a story he shares in this interview.

We sat down with Gustav Søgård to discuss the rapid growth, the pace of development, and the ambitions driving Opally forward.

Gustav Søgård, Founder, Opally

Discover the full story behind Opally. 23-year-old Gustav built his own AI tool, and just four months later, hotels are using it daily!

Read the full story here.

How has it been since we last spoke?

“It’s been a whirlwind. When we last spoke in December, Opally had around 12 hotel clients and a product primarily focused on email management. Today, we’re working with over 50 hotels. Since then, we’ve built an entire suite of tools for hotels.

We’ve launched one of the most advanced AI-driven chatbots for hotel websites, a voice assistant that can take calls on behalf of the reception, AI responses for WhatsApp, Messenger, and Instagram, a tool to help respond to guest reviews, and something we call AI Visibility, which helps hotels appear in AI-powered search engines like ChatGPT, Claude, and Gemini—platforms that are increasingly replacing Google when travellers look for hotels. In short, we’ve gone from a single product to a full platform covering the entire guest communication journey.”

What’s the status on new hotels and markets?

“We’ve expanded from primarily Danish hotels to over 50 hotels across five countries: Denmark, Sweden, Germany, Austria, and Greece. We’re also seeing concrete interest from Switzerland and Norway. What began as a small project on Bornholm has, in less than a year, become a European product.

It’s remarkable to see how universal these challenges are—receptionists in Austria face the exact same issues as those in Skagen.”

How do you balance bringing in new clients while continuously improving the product?

“These two things are inseparable. Every time I speak with a receptionist, I learn something new, which often leads to an improvement shortly afterward. We’ve maintained this close dialogue with hotels from day one.

On the client side, my brother Oliver has joined to help with growth, content, and strategy. We create short videos that show how the product works in practice, which has been a very effective way to reach new hotels. And my mother, Susanne—recently appointed director at Vejrø Resort—has been an invaluable advisor throughout. She understands hotel operations from the inside, and that insight is pure gold when we’re developing new features.”

We’re here today because you have some big news. You’ve brought on some high-profile investors?

“Yes, and I’m incredibly proud. We’ve just closed our first angel round with five investors, all of whom have hands-on experience building companies in hospitality, tech, and AI. The lineup includes:

People Ventures, an operational Nordic early-stage VC where Anders Kynde Frederiksen serves as General Partner. Anders is the Co-founder of Planday, acquired by Xero in 2021, one of Denmark’s most successful software exits in workforce management for industries like hospitality. With People Ventures on board, we gain not only access to a powerful network but also hands-on support to scale Opally.

Lasse Kjær, co-founder of Understory, an AI-driven platform helping tour operators and experience-based businesses. Lasse is someone I deeply respect and already collaborate closely with.

Christian Markedal, founder of DigitalGuest, a guest experience platform used by over 500 hotels across the Nordics. He understands the guest journey better than most.

Jonatan Marc Rasmussen, founder of All Gravy, an AI-driven platform for employee experiences in hospitality. He has first-hand insight into staff turnover and employee wellbeing on hotels.

Bjarke Klinge Staun, former Principal at Creandum and an experienced angel investor with numerous early-stage AI and tech investments, including the successful startup Lovable.

Of course, bringing in capital is important, but even more crucial is having these five people on board. Together, they bring deep expertise in the challenges we’re solving. They all know what good hospitality technology should look like.”

What will the funding be used for?

“The capital and expertise from our investors will be focused on three main areas. First, expanding further across Scandinavia and into the rest of Europe – we already have over 50 hotels in five countries, but the potential is enormous. Second, developing deeper integrations with hotel management systems so our AI can pull even more precise data into its responses.

Third, accelerating product development to roll out new features faster. The investors’ experience directly supports this: Anders knows how to scale software companies, Lasse understands the travel industry, Christian knows the hotel guest journey, Jonatan understands the hospitality workforce, and Bjarke has seen what it takes to grow AI ventures from the ground up.”

Where is your main focus for the rest of the year?

“Our main focus is to become the preferred AI platform for hotels in Scandinavia and to take Europe even more seriously. We will continue refining the core – email, chat, phone, messaging – and enhance integration with hotel systems.

We also have a few exciting projects in the pipeline that we look forward to sharing later this year. But our mission remains the same as day one: we’re not here to replace receptionists. We’re here to give them back the time to focus on what matters most: hospitality.”

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Last time we covered the Danish eyewear brand MESSYWEEKEND, Magasin du Nord had just acquired a majority stake, kicking off what the company called “the next chapter.” The focus: turbocharged international wholesale, the main driver of its double-digit growth, rather than just online as before.

Today, MESSYWEEKEND unveils a refreshed brand identity.

According to the brand, the update introduces a more refined and cohesive creative direction, including a new logo and redesigned website.

Since its founding in 2018, MESSYWEEKEND has grown from a Copenhagen startup to a global eyewear brand present in more than 40 countries.

CEO and founder Mads Koch Pedersen explains:

“With this relaunch, we are setting a clear course for MESSYWEEKEND as a Scandinavian eyewear brand with a strong fashion perspective and global ambitions.”

He adds that the brand expects to announce a series of new partnerships that will expand its reach to over 2,000 stockists worldwide.

Pssst.
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The refreshed creative direction will be rolled out across a series of upcoming campaigns, all developed in collaboration with Narrow Creative. The first campaign is set to launch this spring.

Kasper Mølgaard-Nielsen, founder of Narrow Creative, explains:

“For the SS26 lookbook, our goal was to establish a visual direction that elevates MESSYWEEKEND’s brand perception and sets the tone for a new, more refined visual identity – one that feels confident, empowered, and forward-looking.

Our aim is to create a visual universe that positions the brand as a leading player in modern eyewear, while remaining relatable and distinctly Scandinavian.”

At the same time, MESSYWEEKEND is launching a new collection spanning sunglasses, optical frames, sports eyewear, and ski goggles – crafted in materials such as acetate and metal, with a focus on quality, comfort, and technical precision.

The relaunch is now live.

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41 days. That’s how long it took from the moment Restaurant Udtryk (in Copenhagen) opened its doors until it was awarded its first Michelin star in June 2025.

Behind the restaurant stands Bjarke Just Nielsen and the Norrlyst group, now operating 17 profitable establishments, a notable feat in an industry where even well-established venues struggle with margins.

Yet Udtryk outpaced expectations. We spoke with Bjarke about what the star truly signifies, how to build a Michelin-calibre restaurant at record speed, and how Udtryk fares today, once the initial hype has settled.

Bjarke Just Nielsen

Bjarke, was it an ambition from the start for Udtryk to earn a Michelin star?

“Yes, it absolutely was. From the outset, the ambition was clear: we aimed to build a restaurant operating at the highest level and to secure a Michelin star within two years. Achieving Michelin-calibre standards is always carried by people and strong teams. We had the Norrlyst set-up in place, and then it was about assembling the right team around the project. We’ve often used sports metaphors when talking about these things. In this case, you could call it a double in tennis: we had the foundation, and then it was about putting the right players on the court.”

Can you describe the process in a bit more detail?

“Internally, we knew we could deliver. We are extremely proficient with data and economics, which play a key role in such a set-up. That foundation was built around the team and the organization.

At the same time, it was crucial that the creative direction was sharp from the start. Christian Sommer Ankerlund played a central role in shaping the overall concept, from art and aesthetics to the narrative of the space. It was vital that the room, identity, and gastronomy functioned together as a cohesive whole.

Our ambitions have always been extremely high, and we worked with the goal of ensuring that every guest feels cared for and enjoys a fully rounded experience. We didn’t adhere to specific culinary dogmas; it was a shared ambition to create something that works and delivers both quality and consistency.”

Christian Sommer Ankerlund & Bjarke Just Nielsen

What role did data play in the process?

“It’s the same approach we take every time we open a restaurant within the Norrlyst group. We analyse a wealth of data. In this case, we could see there was room for a counterpoint to how Copenhagen’s restaurant scene was evolving.

As I mentioned earlier regarding our high ambitions, more and more affordable venues were emerging, where price alone was the reason to dine there. We saw an opportunity to communicate and safeguard the overall experience instead, a direct counterpoint.”

Can you describe what a Michelin star actually means in concrete terms?

“From the evening we received the star and for the following 24 hours, we were inundated with inquiries. The restaurant was fully booked well into the future, generating roughly €1 million in revenue. There was, of course, significant PR and exposure. People got to know us through it, and that is very tangible. The knock-on effects also matter for recruitment. Many want to work for those who excel in their craft, and a star acts as a clear seal of approval. Internally, it has also meant a great deal. It’s a star for the entire group and everyone who works here.”

Can you describe what a Michelin star actuaHow is the restaurant doing today?

“We’ve moved past the honeymoon phase, when attention came simply because we existed. That period is over. Now we’re in full operation, which is exactly how it should be. The restaurant remains fully booked. The passion is as strong as ever, and the place is better than it’s ever been.

The star has helped elevate the overall experience. Whether it will lead to additional stars, I don’t know. But I do know the restaurant must continue to evolve.”

If you want to learn more about how Bjarke Just Nielsen has reshaped the rules of the restaurant industry, read our previous interview: “In Five Years, Bjarke Just Nielsen Changed the Rules of the Danish Restaurant Scene.” Read it here.

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We’ve been following Selima Utsijeva and SMOOTH from the very beginning. We were the first Danish outlet to tell her story — both her journey to Denmark and her ambition to build a beauty clinic with a difference.

SMOOTH has never been “just about appearances.” It has always been about autonomy, awareness, and creating a space where aesthetics and responsibility go hand in hand.

Now, we check in: where does she stand today? What occupies her mind? And how do you dream once you’ve already built something that works?

Selima Utsijeva, CEO & Founder, SMOOTH

What occupies your work life the most right now?

“If I’m being completely honest, resilience and stability take up most of my mind.

We had an extremely tough year in 2025 due to regulations from the Danish Patient Safety Authority, which meant we simply couldn’t get our nurses certified and ready quickly enough to treat our clients. The demand was there, but our capacity was locked — and that directly meant we couldn’t generate new revenue. It put immense pressure on the business.

There were moments when I honestly doubted whether we could make it through. Not because we lacked a solid core business, but because liquidity and timing in such situations can become extremely challenging.

But we had a plan. And in times of crisis, having a plan is crucial. We followed it from start to finish and ended the year with a record-breaking Q4, finishing better than expected.

What occupies me now is making sure we never find ourselves that vulnerable again. Building structures, financial discipline, and organizational strength so we can withstand unforeseen regulatory or market changes — especially in a bureaucratic country like Denmark, where regulations often shift rapidly without fully considering industry impact.

I’m thinking less about rapid growth and more about resilience. Right now, the focus is on growth within existing frameworks before pursuing new initiatives or expansion.

For me, this is the next level of leadership.”

Do you dream differently today than you did a few years ago for SMOOTH?

“Yes and no.

I still dream big. But in the past, my focus was largely on expansion and speed. Today, I dream more about depth — about quality, about being the most specialized and respected player, not just the biggest.

I’m thinking more long-term now, prioritizing value creation over volume. There’s a clear three- to four-year plan in place.

And I dream of building something that can stand on its own, even without me in every corner.”

What fills you with the most pride about SMOOTH?

“That we are still here.

That we built this from the ground up, growing in a fraction of the time that other major players took over ten years. Without investors at the start, without a network, without any safety net. And despite regulatory changes, pressure, and setbacks, we still delivered.

I am proud of our team, and of everyone who stood firm through the tough year of 2025. I am proud that we have shown it is possible to run an aesthetic business both professionally, responsibly, and ambitiously at the same time.”

What motivates you today? Is it the same as when we first met?

“Fundamentally, yes!

In the beginning, SMOOTH was very much about proving that I could. That I could build something on my own, without a network or a traditional background in the industry or academia.

Today, it’s less about proving anything and more about creating something meaningful. I dream of building a company where talented women can fully develop their skills, and where we can help raise industry standards.

The dream is still big, but it’s become more grounded.”

What trends do you see in the beauty and wellness industry right now?

“The industry has grown tremendously in recent years — in some areas 15–20% annually. It’s no longer a niche; it has become a serious part of the health and wellness sector.

This also means that we are no longer seen as just ‘beauty girls.’ We are recognized as serious actors in a sector that has become part of the modern health economy.

At the same time, there is a clear shift from volume to quality. A few years ago, it was about more — more filler, more visible transformations. Today, it’s about skin structure, collagen stimulation, and prevention.

People want to look like themselves. Just fresher.”

If you could give one piece of advice to a young woman starting out, what would it be?

“Don’t wait to feel ready. You will never be 100% ready. You learn by doing. Build it on your own terms. You have to be able to stand strong — even when it gets tough. Because it will.”

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