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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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When New Balance was founded in Boston in 1906, running shoes were far from its focus. William J. Riley, an Irish immigrant, began the company by crafting arch supports, inspired by the three-pronged balance of a chicken’s foot – hence the name “New Balance.” From the very beginning, the goal was simple: support, comfort, and stability.

Over the decades, the brand has evolved from bespoke footbeds to become one of the world’s leading names in performance and lifestyle footwear.

In 1960, New Balance launched the Trackster, the first running shoe available in multiple widths, and the running boom of the 1970s quickly propelled the brand forward. The rest, as they say, is history.

Now, New Balance is opening a new chapter with the launch of a fresh running model, says Kevin FitzPatrick, Global Vice President of Running at New Balance.

The model is called Ellipse, created with a clear purpose: to help runners lose track of time.

In an era where running is often measured in splits, heart rates, and mileage, the shoe positions itself as the ideal companion for everyday runs.

Kevin FitzPatrick, Global Vice President of Running at New Balance, says:

“Ellipse celebrates all who run – whether taking their first steps or enjoying a recovery run – by offering an exceptionally comfortable and cushioned experience, with a sole designed to protect the body. It is crafted to inspire runners of all levels to get out and enjoy the run.”

At the heart of the shoe is the Fresh Foam X midsole, refined to provide a more responsive and lively feel underfoot. The goal is for it to perform equally well for the novice runner covering their first kilometers, as for the experienced runner enjoying a relaxed recovery session.

The upper is made from what New Balance calls engineered mesh for ventilation, combined with a padded tongue and elastic laces, making it easy to slip on and comfortable to wear – even on days when speed isn’t the priority, which of course happens.

Kevin FitzPatrick adds that Ellipse has already been embraced by figures across sport and culture.

In Denmark, the shoe will be launched on 5 March 2026, with a recommended retail price of DKK 1,200. It will be available, among other places, at the New Balance store on Købmagergade in Copenhagen.

New Balance store on Købmagergade in Copenhagen

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The return of the global brand Build-A-Bear to Denmark in 2024 caused quite a stir. Since then, the company has moved quickly, opening a series of stores, most recently a flagship on Købmagergade in Copenhagen. Behind these launches is Morten Geschwendtner and his company, Intersource, a Danish firm that manages a range of international toy rights.

Last week, news broke that the iconic children’s brand had partnered with F.C. Copenhagen, giving the club’s mascot, Leo, a dedicated place in the Build-A-Bear universe – both as plush toys and as part of an accessory collection.

But how does such a collaboration come about, and what does it mean for both the brand and its fans? We spoke with Morten Geschwendtner to get the full story behind the partnership.

Morten Geschwendtner, CEO & FOUNDER, Intersource

Morten, let’s start with your own “bear career.” You’re the man behind Intersource, which a few years ago secured the rights to Build-A-Bear in Denmark – a major global brand. How did that opportunity come about?

“I’ve been working in the toy industry for nearly 35 years, mainly bringing international concepts to the Nordics. As in many other sectors, a lot comes from the United States.

For a number of years, we’ve partnered with FAO Schwarz – the world’s oldest and largest toy store – and it was through them that we were introduced to the opportunity with Build-A-Bear.

During COVID, Build-A-Bear withdrew from the Nordic region, but we saw potential. So we explored it internally and also approached Salling, a close partner.

That led to a series of shop-in-shops with them, and now our own flagship on Købmagergade.

We’ve also expanded to Norway, Iceland, and six stores in Germany. In Germany, we’re planning at least 20 stores in total. So things have really been moving fast.”

How has your flagship store on Købmagergade been received?

“Very well. It was a great summer.

Købmagergade has come back to life after a few quieter years. You can clearly see it in the new stores that have opened recently, and with Salling opening nearby soon, the foundations have been solid.

But we’ve also had a strong start ourselves.”

And now we’re here to talk about the partnership you’ve formed with F.C. Copenhagen. How did the idea of integrating F.C. Copenhagen into the Build-A-Bear universe come about?

“It’s a long process. Things take time when you’re working with a global brand like Build-A-Bear. Production alone took nine months from the moment we made the decision together with FCK.

The idea was inspired by experiences from other markets. We knew Build-A-Bear had had success with, among others, Premier League clubs. For us, it was an obvious choice to start with the largest football club in the Nordics. It’s always strongest to start with the biggest.

But generally, we aim to create partnerships within the sport and fashion categories.”

On the left: the store at Copenhagen Airport, where LEO also is available

What made F.C. Copenhagen the obvious match, beyond their size?

“There were some clear alignments. Over the past few years, they’ve done a great job bringing the FCK brand further into the city. That journey is something we can actively be part of with our store at the airport and here on Købmagergade.

It was also an opportunity to do even more with their mascot, Leo, which is iconic for FCK fans. It certainly deserves a quality plush toy.

They’re constantly working to make attending a match an experience – also for the children in the family stand. And creating experiences is a big part of what entering our universe is all about.”

How has it been received?

“We’ve had fantastic reactions and sales have been satisfactory. So now it’s just about building on that.

It’s not a deal that runs for 14 days, but for years. We’ll be involved in many activations to ensure it stays relevant and exciting. Again, at Build-A-Bear, it’s all about experiences.”

Could you do a similar partnership with other clubs?

“Absolutely. We’re already well into discussions with a few clubs at home and nationally, primarily where we already have a presence.

And since we also hold the rights in Germany, we’re exploring opportunities there as well. As I said before, sport and fashion have always been interesting for our experiential universe.”

 

Vis dette opslag på Instagram

 

Et opslag delt af F.C. København (@fc_kobenhavn)

Video from the launch event

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JOE & THE JUICE continues its international growth journey. Over the past months, the Danish café brand has steadily announced new collaborations with high-profile brands and personalities. This week, one of its most strategically significant agreements came to fruition: JOE & THE JUICE has partnered with one of India’s largest conglomerates, Aditya Birla Group.

At its core, the deal represents a long-term investment in a new market. The ambition is to open up to 90 stores across India, without committing to an aggressive rollout. The approach is measured and deliberate.

It’s worth noting that these stores are not included in JOE & THE JUICE’s global target of 1,000 locations by 2028.

This partnership offers a closer look at the brand’s expansion plans and introduces a new collaborator — one of the world’s wealthiest and most influential families.

Aryaman Vikram Birla, director of Aditya Birla Management Corporation Private Limited
& Thomas Noroxe, CEO of JOE & THE JUICE

The new partnership marks a significant milestone in JOE & THE JUICE’s remarkable growth. It represents the brand’s first genuine strategic foray into Asia.

Aditya Birla Group is one of India’s largest conglomerates, with operations spanning textiles, cement, metals, telecommunications, finance, and foodservice. Founded in 1857, the group today has a global footprint employing thousands of people.

The company is owned by the Aditya Birla family, one of the country’s most prominent business dynasties.

The timing of the agreement comes shortly after a new EU–India trade deal, which JOE & THE JUICE views as a favorable development for market access and long-term opportunities.

Thomas Noroxe, CEO of JOE & THE JUICE, says:

“We see India as a pivotal market in our long-term growth strategy and are proud to partner with Aditya Birla Group on this journey. This marks JOE & THE JUICE’s first genuine strategic foray into Asia, in a market experiencing rapid development, where consumer preferences are evolving quickly, particularly towards premium and health-focused offerings.

With Aditya Birla Group’s strong operational capabilities and proven experience in building and managing premium lifestyle brands, we have an ideal platform to launch and scale JOE & THE JUICE.”

We also received a statement from Aryaman Vikram Birla, director of Aditya Birla Management Corporation Private Limited and founder of ABNAH. He explains:

“India is at a pivotal moment in terms of consumption, driven by structural tailwinds such as rising discretionary spending, favorable demographics, and the shift towards premiumisation. The Aditya Birla Group has been expanding across a diverse range of consumer businesses, including fashion and lifestyle, food services, jewellery, paints, and digital-first brands. Anchored in deep insights, category expertise, and operational efficiency, the Group is well positioned to develop and scale differentiated brands for India’s aspirational consumers.

We believe that JOE & THE JUICE is uniquely situated at the intersection of health, convenience, and experience. It aligns perfectly with our hospitality strategy and provides a strong foundation for scalable formats.”

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Danish Flatpay was founded in 2022 and has since followed a growth trajectory few Danish companies can match. In November 2025, the company raised €143 million in new capital, pushing its valuation to €1.43 billion and cementing its status as a Danish record-breaking unicorn.

The pace hasn’t slowed since. The company is growing around 400% per year, currently employs 1,600 people, and has a long-term ambition to reach 10,000 employees.

Now, the fast-growing payments firm is making another major move.

Flatpay has appointed one of Denmark’s most prominent business leaders as its new chairman: Henrik Poulsen. He currently serves as chairman of Carlsberg and Færch Group and has previously chaired Novo Nordisk – just a few highlights from a CV that places him at the very top of Danish business.

Henrik Poulsen, chairman of Flatpay

In terms of his career, Henrik Poulsen began at LEGO Group, later became an Operating Executive at Kohlberg Kravis Roberts & Co. (KKR), and then CEO of TDC A/S. As CEO of Ørsted, then DONG Energy, he led the company’s significant green transformation, now recognized as one of the most successful in Danish business history.

On his involvement with Flatpay, Henrik Poulsen told Børsen:

“Flatpay has developed a product and a go-to-market approach that provides small independent business owners with a transparent payment solution. Flatpay combines excellent personal service with competitive pricing. That’s why they are taking market share from the established players in the payments market.”

Previously, Sander Janca-Jensen, CEO and co-founder of Flatpay, emphasized in a major interview with dontt.dk that culture is the company’s most important asset: “Our culture is Flatpay’s strongest card.”

You can read that interview here.

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

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The Danish investment platform Pluto.markets has just secured 37 million DKK in a new funding round.

The capital injection comes on the heels of several notable milestones. The platform has surpassed 1 billion DKK in total transaction volume and now counts over 10,000 users, all achieved in a relatively short period since Pluto.markets’ public launch in 2024.

Thomas Delaney (left) with Pluto.markets founders Oscar Vingtoft (CTO, centre) and Joakim Brüchmann (CEO, right)

The Danish fintech platform Pluto.markets was founded by Oscar Vingtoft and Joakim Brüchmann, the latter a former Goldman Sachs trader and founder of nBoard. The duo’s vision has been clear from the start: to make investing more accessible and user-friendly, without compromising on sophistication or functionality.

The recent funding is earmarked for expanding the platform with new features and tools, as well as broader product development—a central focus for the months ahead.

The round was led by Seed Capital and supported by several prominent figures in the Danish business scene. Among them is Sander Janca-Jensen, CEO and co-founder of Flatpay, one of Denmark’s fastest-growing and most resilient fintechs. (We previously spoke with him here: “Sander Janca-Jensen: Our culture is Flatpay’s strongest asset.”) Read Here.

The investor group also includes FC Copenhagen captain Thomas Delaney, marking his growing involvement in the world of startups and investment.

Speaking to Berlingske, Delaney said:

“It’s exciting to be involved, and the company was closing a funding round. They are at a stage where the product is already in place.”

He also elaborated on his personal approach to investing:

“I come from a family where investment has always been a common topic, and I’ve also invested personally as a hobby for several years. Investment requires timing and diligence. Even though I have advisors, I make my own decisions when the timing is right, and I believe in the case—this one included.”

dontt.dk will be following Pluto.markets’ journey closely. Sign up for our newsletter for free updates here].

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We should never be too lofty to look beyond our own borders for inspiration. Over the years, we have shared countless stories of individuals and companies daring to think bigger – and this is another one you can sit back and absorb.

The story begins 25 years ago, in a classic start-up fashion, in the basement of an Amsterdam building. It is here that Dutch entrepreneur Raymond Cloosterman, alongside a small team, founded what we now know as Rituals Cosmetics.

Today, Rituals operates nearly 1,500 of its own stores and is represented in more than 4,500 department stores and luxury retailers across 33 countries. The brand is stronger than ever, achieving record growth in several of its key markets in 2025. In Denmark alone, Rituals runs 28 stores.

The figures underscore the scale of the journey. In 2025, Rituals posted a total revenue of nearly €2.5 billion. Earnings before interest, tax, depreciation, and amortisation (EBITDA) reached approximately €550 million, placing the company among the fastest-growing beauty brands globally.

Online sales now account for more than 20% of total revenue. Yet these impressive numbers are not merely earmarked for reinvestment or dividends. Rituals has committed to allocating 10% of its net profits to initiatives supporting young people’s mental wellbeing and environmental protection.

Raymond Cloosterman, Founder & CEO

Raymond Cloosterman, founder and CEO of Rituals, reflects:

“Our 25th anniversary marks a milestone for everyone who has helped build Rituals into the company it is today. I feel a profound sense of pride and gratitude. From the very beginning, my dream has been to create a global ‘Feelgood Luxury’ brand – a distinctive position within the industry.

By combining high-end luxury products with accessible pricing while also generating positive societal impact, we are redefining what luxury can be.

Looking ahead, 2026 will be an investment year aimed at maintaining our momentum. We plan to renovate 1,500 stores, expand further into Asia, accelerate product innovation, and continue rolling out Mind Oasis. Our ambition is clear: to grow the business while creating positive impact for both people and the planet.”

That ambition is already being translated into action. In 2025, 10% of net profits amounted to €26 million, with the figure expected to surpass €30 million in 2026.

The ambition is already being put into practice. In 2025, 10% of net profits amounted to €26 million, with the figure expected to exceed €30 million in 2026.

From the very first year, the Profit Pledge has become more than a statement of intent. Rituals has supported initiatives focused on the mental wellbeing of young people, partnering with organisations such as UNICEF, War Child, and Super Chill. According to the company, these efforts have reached 69 million young people worldwide, including over 1.3 million children in the Netherlands and Germany alone, who have accessed the Super Chill app, designed to foster mental resilience and wellbeing.

Rituals has also extended its impact beyond people. Through partnerships with organisations including National Geographic Pristine Seas and the Blue Marine Foundation, the brand has contributed to the protection of significant natural habitats, both at sea and on land. Notably, rainforest in Colombia has been repurchased in collaboration with indigenous communities, returning land to those who call it home.

A more in-depth interview with Rituals is scheduled for publication in March.

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Copenhagen Fashion Week has long moved beyond a simple trade fair and closed runway shows. CIFF has evolved significantly in recent years under Sofie Dolva, and Copenhagen Fashion Week has likewise sought not only to become more inclusive but also to tackle key issues shaping the fashion industry.

A prime example is Copenhagen Fashion Week’s Small Talk, Big Conversation, powered by Zalando – a series of discussions that go beyond the latest collections to address the pressing topics facing the industry.

On the final day of the fashion week, the panel The Digital Mirror – Re-writing the Rules of Fit in Europe took place, moderated by Amy O’Brien, Tech Editor at Vogue Business.

The conversation brought together three experts: Dr. Helena Lewis-Smith, psychologist and body image specialist; Leona De Graft, VP of Ecommerce at Levi’s; and Pelin Anli Bedirhanoglu, Director of Product Management at Zalando.

Fra left: Amy O’Brien, Tech Editor, Vogue Business – Dr. Helena Lewis-Smith, Body Image Expert and Research Psychologist – Pelin Anli Bedirhanoglu, Director of Product Management, Zalando – Leona De Graft, VP of Ecommerce, Levi’s

All three brought unique insights, and particularly the two major brands, Levi’s and Zalando, have access to vast amounts of data that offer a window into the future of the fashion industry.

The conversation explored how AI and virtual try-on technology can create a more personalised fit, an approach that not only reduces returns, benefiting both the bottom line and sustainability, but also redefines how brands approach the customer experience.

The panel was unanimous in highlighting returns as one of the most underestimated levers for building a more responsible fashion industry, noting that they are often treated as a problem rather than an opportunity. Data from both Zalando and Levi’s made it clear that repeated returns are not just a logistical and financial challenge; they also reveal design flaws, fit issues, or unclear communication with consumers.

By leveraging AI to understand why items are returned, brands can translate this data into actionable design insights, adjusting fit, size guides, and even design choices before the next collection hits the shelves. In this way, returns become an active part of the development process – a source of insight rather than a necessary evil.

In the coming months, attention will turn to the real impact of these well-intentioned initiatives.

Pelin Anli Bedirhanoglu shared examples from Zalando of AI-driven solutions designed to ensure clothing fits individual customers more accurately, while Leona De Graft explained how Levi’s combines data and creativity to enhance the overall shopping experience.

And yes, the Levi’s executive also revealed that shiny jeans are making a comeback.

Despite a busy schedule of competing events across the city, Mater on Købmagergade was packed to capacity, underlining the strong public interest in these conversations.

Pelin Anli Bedirhanoglu, Director of Product Management, Zalando – Leona De Graft, VP of Ecommerce, Levi’s

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Today, Danish e-commerce platform Miinto has reported an impressive 86% growth in revenue, rising from DKK 466.5 million to DKK 869 million.

The average order value also increased, up 6% to DKK 2,167.

The bottom line remains in the red, with a loss of DKK 55 million. However, Miinto says profitable growth is within reach, marking the culmination of a multi-year strategic transformation. At the heart of this turnaround is the new leadership duo, Christian Lorenz Petersen and Danni Winther.

We asked each of them for their take on the current state of the business.

Today, Danish e-commerce platform Miinto has reported an impressive 86% growth in revenue, rising from DKK 466.5 million to DKK 869 million.

The average order value also increased, up 6% to DKK 2,167.

The bottom line remains in the red, with a loss of DKK 55 million. However, Miinto says profitable growth is within reach, marking the culmination of a multi-year strategic transformation. At the heart of this turnaround is the new leadership duo, Christian Lorenz Petersen and Danni Winther.

We asked each of them for their take on the current state of the business.

Christian Lorenz Petersen, COO, says:

“Our focus has been on aligning operations and commercial execution into a single, cohesive business. This has strengthened collaboration with our partners, improved the experience for end customers, and given us much better control in a complex market. While this financial year resulted in a disappointing operating loss of DKK 55 million, we are confident that the structural changes we have implemented, combined with a strengthened platform, will pave the way for strong results moving forward.”

With an adjusted cost base, improved earnings per order, and a new technical platform expected to be completed in early 2026, Miinto is working deliberately towards a positive operating result in the 2025/26 financial year. The new platform will also support the development of new business opportunities.

Danni Winther, CEO, adds:

“The 2024/25 financial year was a turning point for Miinto. We have changed the business model and taken responsibility for sales all the way to the end customer, which has been at the heart of the transformation we have been working on for several years. This gives us a completely different starting point than before. With the new technical solution, expected to be completed in early 2026, we have a solid foundation to continue driving the business forward with a focus on profitability and growth.”