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Maiken Paaske is back as a founder, this time with Abeam, a network for “outliers.” These are the people who build extraordinary companies, shape investments, and drive innovation across borders and continents.

The platform brings together unicorn founders, top investors, and executives seeking meaningful connections, free from the noise of social media and unsolicited requests. For Maiken, it has always been about people, technology, and the opportunities that come from connecting the world’s most exceptional talent. We spoke with her about the vision behind Abeam, what drives her, and what Denmark could learn from the international tech scene.

Here is our creator interview with Maiken Paaske.

Maiken Paaske

Maiken, you’ve just launched Abeam. What is it all about?

“I would describe Abeam as ‘The home for outliers.’ It’s where the top founders, investors, executives, and leaders come together.

In venture capital and tech, the term ‘outliers’ usually refers to the 1% of people who do something truly exceptional—those who build extraordinary companies, create thousands of jobs, deliver significant returns to investors, and drive societal growth and innovation.

I think that term fits Abeam’s users perfectly. These are people who have had exceptional journeys and dared to do what very few would. Think unicorn founders, executives from public companies, top investors, founders who have made major exits, and so on.

We bring together the pioneers shaping the future in one place, enabling them to connect across countries and continents.”

What problem are you trying to solve with Abeam?

*”In short, you could say it’s like ‘Raya for business.’ That might give some context.

Abeam exists to bring together people who can’t—or don’t want to—use platforms like LinkedIn, but still want to connect with relevant, like-minded individuals wherever they are in the world.

The people Abeam targets generally fall into two groups: some are extremely private, while others are very well-known.

The well-known are constantly bombarded with requests. Everyone wants something from them. Their LinkedIn inboxes are full of messages, but rarely are they meaningful or balanced.

On the other hand, there are the highly private individuals—those who aren’t active on social media and rarely appear in the press. They want to stay under the radar and avoid constant solicitations, but they still want to meet and connect with peers of similar caliber.

Abeam brings these ‘outliers’ together across the globe, allowing them to discover relevant people nearby. They can also join curated group dinners with others at their level and gain insights, advice, and support from people who truly understand them, because they see themselves reflected in one another.”*

What are your short- and long-term ambitions?

“The goal is to create the infrastructure that connects the world’s top outliers, enabling them to form relationships and alliances that can generate massive impact—for themselves and for the rest of the world.”

You’ve moved between startups, investing, and advisory work. When do you feel most in your element?

“From the outside, it might seem like there’s a big difference between them, but I don’t feel that way. I feel like it all connects and overlaps. The common denominator in everything I do is people. I truly enjoy working with inspiring individuals who have something meaningful to say, who don’t just follow the crowd, but dare to take risks, carve their own paths, and think outside the box—those who shape the world and drive us forward.

They give me energy! That includes both the clients in my advisory business, where I do thought leadership and PR for top founders, venture funds, and executives, as well as the same audience that uses Abeam. So, in reality, there isn’t that much distance between the different activities. It all blends together—in a good way.”*

And yet, you’ve also participated in many debates and knowledge-sharing sessions around technology, entrepreneurship, equality, and diversity. What drives you the most?

“Technology has always been a passion and a central interest of mine. It has shaped my education, my hobbies, and my career. I’ve always seen technology as a cornerstone of society and the future. If you want to be where decisions are made, where a lot is at stake, where you can have influence and shape the future, you need to understand tech. And many other factors intersect with that.

Investing is also a big part of the picture—venture capital gives new innovations a chance, which is why I’ve been involved in it. Beyond that, it’s primarily men who hold power in tech and investing today, so there’s clearly room for more diversity, especially if we want a future that reflects a diverse society. And I’ve always believed you can’t talk about business without talking about politics. Politics is in everything—especially when it comes to tech and investments—because there’s so much power and influence involved. So, in short, I feel it all connects and overlaps.”

Where do you think Danish founders have the most potential, and where are we still falling behind compared to the international tech scenes you follow?

“It’s funny—when I’m in the U.S., people think I’m so humble, but in Denmark, people see me as very ambitious and standing out. It’s fascinating how differently you can be perceived in these two places, and it probably says something about the differences between the markets. I think the ‘Jante Law’ still holds too much sway in Denmark.

It permeates our communication and culture—often unconsciously. Our discourse shapes our reality, whether we like it or not. As a result, ambition suffers, and it affects our ability to build companies here. Most people don’t dare to think REALLY big.

They’re afraid to stand out. They’re afraid to take risks. And honestly, the incentive to risk everything to build a company—where 95% fail within five years—is very low here. We’re so comfortable in Denmark: good salaries, security, a healthy work-life balance. We could learn a lot from Americans when it comes to generating excitement around entrepreneurship. They’re much better at hyping their founders, and that hype translates into real results. Entrepreneurs, investors, and the broader public get excited about new ideas. At first, it’s just hype, but over time it turns into real value. That’s exactly where Denmark is lagging.”

Who inspires you personally?

“People have mixed opinions about Elon Musk, and he’s controversial in many ways. But when it comes to entrepreneurship, there’s really no one at his level.

The problems he tackles are extraordinarily complex. He innovates critical infrastructure—not just with one company, but with many: PayPal, Tesla, SpaceX, Neuralink, Boring. It’s infrastructure for the future of civilization. He doesn’t do it once—he does it in parallel, simultaneously—and with great success.

So yes, Elon inspires me. Not because I want to be like him, but because he’s living proof that anything is possible. And at its core, entrepreneurship is exactly that: seeing the world as it could be and building the solutions that make that vision real.”

What does a good workday look like for you?

“It’s varied, yet carefully structured. I work a lot, but I feel free because I have the flexibility to plan much of it myself. I start my day reading the news, listening to podcasts, and getting in some morning exercise. I always prioritize deep work in the morning when I’m most productive, working with full focus.

Afternoons are usually filled with meetings and lighter, more flexible tasks. But I’m also the type who is always a bit ‘at work.’ If I get a good idea at 11:30 p.m. while falling asleep, I’ll grab my notes app and write it down so I can act on it the next day. My mind is always partially at work, full of ideas. I find it incredibly exciting.”

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No Christmas in Copenhagen is complete without a visit to Tivoli. It’s a cherished tradition for both locals and tourists – though it hasn’t always been so. It was only in 1994 that Tivoli first opened its gates for the holiday season. At the time, many shook their heads and asked: “Who would brave the cold for Tivoli?”

As it turned out, plenty of people would. As Tivoli’s founder Georg Carstensen once remarked, “Tivoli is never finished.”

In its inaugural year, Tivoli’s Christmas offering included 33 market stalls, 107 Christmas trees, and a single Santa Claus, all gathered around the main entrance. Today, the park boasts 1,007 Christmas trees and has become an international holiday phenomenon, famed for its lights, its magic – and as reason enough on its own to visit Copenhagen.

Last year, Tivoli celebrated its 24 millionth Christmas visitor, and this year the park expects its 25 millionth. To mark the occasion, we’ve rounded up 15 fun facts about Christmas at Tivoli.

1) In just 12 days, 160,000 Christmas baubles were hung around Tivoli ahead of this year’s festive season.

2) For the second year running, Tivoli has been named one of the world’s best Christmas markets by CNN.

3) The roasted almond stall burns through around one ton of almonds each festive season.

4) The Christmas tree at the ice-skating rink stands 13 metres tall, adorned with 200 light strands and a total of 50,000 bulbs.

5) Her Majesty Queen Margrethe designed the costumes and set for The Snow Queen, featuring 36 dancers and 27 children from 10 different nationalities.

6) Mulled wine and hot chocolate are December favourites; at the festive village Bjældevang on The Lawn, over 55,000 steaming cups of cocoa and 54,000 cups of gløgg are served.

7) 15,000 fragrant hyacinths are used as part of Tivoli’s immersive Christmas experience.

8) Last year, visitors devoured over three tons of æbleskiver sprinkled with icing sugar and accompanied by 156 kilos of jam.

9) The 111-year-old Roller Coaster makes 172,609 guest rides alone during the Christmas season.

10) With over 180 years of history, Tivoli is the second-oldest amusement park in the world.

11) The Japanese Tower is adorned with 960 small light domes, making it one of Tivoli’s most photographed spots.

12) At Little Tivoli shop, over 20,000 Christmas decorations are sold each season—half traditional, half shaped like burgers, ice cream, and sweets.

13) Tivoli’s little red fire truck doubles as Copenhagen Fire Station No. 8, staffed round-the-clock during the festive season by firemen in holiday spirit.

14) Tivoli opens on Little Christmas Eve but remains closed on Christmas Day, December 24.

15) Boxing Day features plenty of festive fun, culminating at 11 PM with the season’s final fireworks, leading up to New Year’s Eve celebrations. Tivoli stays open through January 4, 2026.

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Europe’s leading online fashion platform, Zalando, has appointed a new Nordic director. Sebastian Becker takes the coveted role, succeeding Lisa Schöner and previously Fabio Baum.

He will have overarching responsibility for Denmark, Sweden, Norway, and Finland, leading efforts to strengthen Zalando’s position while cultivating relationships with customers, partners, and brands.

In Denmark alone, Zalando is the country’s most popular online retailer, generating around €2.8 billion in sales across Europe in the third quarter and serving nearly 55 million customers annually.

The Nordics remain a key priority for Zalando, making Becker’s role central to the company’s strategy to build the leading fashion and lifestyle ecosystem in the region.

Sebastian Becker, Zalando

Sebastian Becker comes to the role after holding several senior positions within Zalando, including Head of Markets Planning & Trading for the DACH region and the Benelux markets.

Prior to joining Zalando, he spent several years at Nike, working in business development across Europe and at the company’s global headquarters in the United States. His experience spans retail, e-commerce, and omnichannel operations, and he is recognized for his strategic planning and commercial execution expertise.

Becker holds a Master of Science in International Business from Maastricht University.

dontt.dk will follow up with an interview, giving him the opportunity to elaborate on his ambitions for the Nordic region and how he plans to contribute to Zalando’s continued growth.

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It was only a few weeks ago that we reported on Les Deux opening their first store outside Scandinavia, in Paris’s Marais district. (Read more here.)

But France isn’t the only place where the Danish menswear label is making waves. In the UK, Les Deux has grabbed headlines, expanding from 24 to 42 carefully selected stores in just a few months – and is now planning to open an office and showroom in London.

Les Deux celebrated its launch in the very heart of Selfridges’ iconic menswear floor!

The UK push reached its peak last week with the launch at London’s iconic Selfridges. The debut was marked by a DeLorean wrap on the store’s famous DMC-12, featuring a film-strip motif inspired by the brand’s Winter 2025 campaign, which pays homage to classic 1990s sitcoms.

The stunt caught the attention of Fashion Network, whose daily newsletter reaches over 900,000 subscribers, putting the Danish label firmly in the spotlight.

Morten Kristiansen, Les Deux’s CCO, told the publication that the brand’s energy is palpable, and the UK market plays a key role in its international expansion:
“There’s so much energy around the brand right now, and it’s particularly visible in the UK, where partners like Selfridges are helping set the pace for what comes next.”

Today, Les Deux is stocked in over 1,000 stores across four continents, with key partners including Bloomingdale’s, KaDeWe, Nordstrom, De Bijenkorf, Galeries Lafayette, and La Rinascente.

The expansion doesn’t stop at the UK. In Ireland, the brand has grown from zero to 12 stores in just nine months, including prestigious names like Brown Thomas/Arnotts and Avoca. Meanwhile, Les Deux has recorded a remarkable 225% increase in turnover this year, building on 13 consecutive years of growth.

On the right: Morten Kristiansen, CCO of Les Deux, pictured with Nichole Strydom, Commercial Director at Zalando, during Les Deux’s YALE launch in Berlin.

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It’s no secret that the gaming industry has surged far beyond its basement-dwelling, chips-and-cola stereotype. Today, it’s big business – fast-moving, global and fiercely competitive. And right in the middle of that evolution, a Danish startup has carved out a rather unexpected and highly successful niche.

Back in 2017, Kenneth Skriver began experimenting with a mousepad made of glass – a concept few believed in. The category was locked into one material: fabric. Every gamer used a cloth mousepad, and no one questioned whether a better alternative existed in a world where milliseconds can determine victory or defeat.

As Kenneth puts it: “When you grow up around Struer, like I did, Bang & Olufsen is in your bloodstream. I was drawn to the idea of elevating the entire category through performance, materials and true craftsmanship.”

Today, Wallhack is closing in on a nine-figure revenue, has been recognised as a Børsen Gazelle company, and employs more than 40 people representing 11 nationalities. Its headquarters sit on Copenhagen’s Islands Brygge, and this year the company opened a regional office in Shanghai to move even closer to key partners in Asia.

The company is led by CEO Rasmus Weber Fredholm, the first full-time employee back in 2021, who has been building the business alongside Kenneth ever since.

This is the story of Wallhack. We visited the team one Tuesday morning, meeting with Rasmus, Kenneth and their Head of Product, Tais Thøgersen.

Rasmus Weber Fredholm & Kenneth Skriver

Today, Kenneth Skriver has stepped into a more strategic role, focusing on select high-impact projects alongside his board responsibilities.

Rasmus Weber Fredholm explains:

“We’ve gone from a quirky garage operation shipping glass plates out of Kenneth’s home to a global company with revenues on track for nine figures.
Growing fast has been fun, of course, but it’s not something we dwell on. Standing still is fatal when you’re up against the industry’s biggest giants. Our edge is simple: we move faster than they do — and we’re willing to take risks they won’t touch.”

“We experiment constantly, we’re creative, but we pair that with disciplined execution. Without that balance, we wouldn’t have scaled the way we have. We weren’t built on a viral miracle or a pile of VC money — just the daily grind.”

“Now we’ve established a solid commercial foundation and a brand platform that gives us real influence over the future of an industry we genuinely love — and that’s the impact we’re focused on unlocking.

Internationally, we’re in a rare and exciting position where we’re shaping trends. With a young team that’s talented, idealistic and just the right amount of reckless, 2026 is going to be a lot of fun.”

Tais Thøgersen, Head of Product at Wallhack

Wallhack’s success is built on something at once simple and complex: glass. Even as a global market leader, the company continues to refine its framework for surface friction, microstructures, and the impact of movement speed on user precision — at a level unmatched anywhere else.

Tais Thøgersen, Head of Product at Wallhack, explains: “Unlike many other players, we don’t treat gaming gear as toys, but as tools. If a product doesn’t provide a genuine competitive advantage, it’s just a gimmick. That’s why we are performance-first in everything we make.”

Product development takes place in close collaboration with internal engineers, external specialists from DTU, and a research team from the Danish Technological Institute.

Wallhack has just launched the fifth generation of its glass mousepads, now offering multiple surfaces: “Speed” and “Control.”

Speed is the brand’s hallmark. The “Speed” version is the mousepad equivalent of a Bugatti, designed for high-octane players of fast-paced titles like Fortnite. The “Control” edition balances velocity with stopping power, crafted with games like Counter-Strike in mind.

It is competitive gamers, in particular, who shape the brand’s development, providing feedback that is translated into ongoing testing and refinements. The team also includes former professional esports players, ensuring the product meets the highest standards.

Tais Thøgersen adds: “Alongside our performance-first approach and laser focus on functional precision, our products must feel premium and well-designed in the hands of the user. The industry needs an aesthetic and quality upgrade — otherwise gaming gear will always be seen as toys, which goes against our philosophy. When designing for the world’s esports elite, as our customer base includes, you need absolute focus on functional refinement.”

Wallhack is more than engineering and glass. The anime universe surrounding the sibling duo Sora and Yume, created by Wallhack itself, has become iconic among fans across platforms. The characters are illustrated by Japanese anime artists and appear in limited-edition runs, short films, and manga releases, all treated as collectible works of art.

“At our last event in Tokyo, we installed a mini-Louvre, displaying our most popular mousepads as gallery pieces—a practice we’ve seen embraced by our top collectors,” the team explains.

This blend of performance and aesthetics has fostered a near-cult following. Limited drops of 2,000 to 5,000 units sell out within minutes, with some designs later reselling for up to €1,300.

Although Wallhack is a Danish company, only about 1% of its revenue comes from Scandinavia. The majority of sales come from Japan, the US, and China. As a result, Andreas Golles, who has been a key part of the team since the early days, has now moved to Shanghai as APAC Director, tasked with expanding the Asian markets and representing Wallhack in the region.

At events in Asia, the team encounters queues and autograph sessions beyond anything they had imagined. Rasmus says, “We love it – we put on our sunglasses and give them a show.”

Wallhack has chosen not to work with retailers, selling exclusively through its own online stores to maintain control over distribution and ensure a consistent brand experience. Customer relationships are at the core of Wallhack’s business.

With a community of 700,000 followers, over 60,000 of whom gather on Discord, Rasmus describes it as a digital clubhouse: “Some brands have a cycling club or a running club. We have a Discord. It’s where we get ideas, meet our customers, and build culture. It’s a huge part of our identity, and we’re very focused on maintaining and developing it.”

Behind the scenes, Wallhack is working on several projects set to be unveiled in 2026. The ambition is clear: the next chapter will be bigger, more ambitious, and more visionary.

From a simple idea of a glass mousepad to a brand with fans, collectors, and cult status spanning continents from Copenhagen to Tokyo.

Here, Kenneth is holding one of the 999 produced “Shiny Sora” mousepads, one of Wallhack’s most sought-after designs and a true collector’s gem.

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Danish brand ARKK Copenhagen is taking another step in its dynamic evolution. Following a year of successful apparel launches, the brand is opening a new chapter: ARKK Active – its first performance line. They’ve chosen to kick it off in collaboration with Hav Runners, one of the country’s most inclusive running communities, founded by Hav, known from the podcast Hav & Kamal. Together, they are launching a dedicated running collection.

The collaboration, set to debut in 2026, is driven by a single goal: to make running more accessible and inspiring for everyone, regardless of experience level. We spoke with Kasper Høj Rasmussen, co-founder of ARKK Copenhagen, about the brand’s direction, ambitions, and why Hav Runners proved the perfect partner to launch the ARKK Active universe.

Kasper Høj Rasmussen, Co-founder of ARKK Copenhagen (left), Merethe Hvam Madsen, Head of Marketing at ARKK Copenhagen (center), and Havshen Nabaz, better known as Hav (right).

Kasper, you’ve just launched ARKK’s first performance line, ARKK Active. Earlier this year, you also introduced a larger apparel line. Does this mean ARKK is no longer “just” a footwear brand?

“ARKK was founded as a footwear brand, and that remains at the core of our identity. But our vision has always reached further. Our customers have long asked for products that match a more active lifestyle – and expanding into apparel, and now ARKK Active, is a natural, strategic step. We’re not abandoning our roots; we’re building on them.”

How has it been received?

“The response has been very positive. Our first two apparel drops – launched in collaboration with Zalando – gave us valuable experience and showed there was interest in an expanded ARKK universe. With ARKK Active, we continue to see strong feedback from both existing ARKK customers and new ones who have become curious about our approach to performance and movement.”

What does the ARKK Active line include?

“The collaboration with Hav Runners features a complete running line with jackets, tights, shorts, performance tees, and selected accessories. The materials are lightweight, breathable, and built for speed – all while maintaining our clean, Scandinavian aesthetic. The collection is developed in separate fits for men and women, ensuring everyone can find something that suits their needs.”

You’re launching your first collection with Hav Runners. How did the collaboration come about, and why were they the right choice?

“We’ve worked with Hav before, so it was natural to continue the collaboration as ARKK Active began to take shape. Copenhagen is full of running communities, but Hav Runners stands out by embracing everyone – both new and experienced runners. The club reaches across the country and invites everyone to join. Our dialogue evolved organically because we share the same philosophy on movement: community first. That’s why Hav Runners were the obvious choice to help launch the ARKK Active chapter with us.

Hav Runners perfectly represent the running culture we want to build on: open, inclusive, and driven by community rather than just performance.”

What is your personal favorite item from the collection?

“My personal favorite is the running jacket. It captures the full ambition behind ARKK Active: technical performance, high comfort, and a minimalist aesthetic. It’s a jacket that performs on the run – but also works perfectly in many other situations.”

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SÆTTER has, in just a few years, emerged as one of Denmark’s most distinctive new design brands. Founded by Caroline Birk Bahrenscheer in the summer of 2020, it began with a single flea market find and has since grown into a brand featured in homes around the world.

The idea was sparked by a simple Instagram post, igniting a demand Caroline could not ignore.

Since then, SÆTTER has evolved from a niche object into a design icon, driven by intuition, craftsmanship, and an uncompromising eye for detail. Everything is locally made, and the company remains 100% bootstrapped.

In this interview, Caroline opens up about the courage to go independent, her creative process, her approach to quality and consumption, and the ambitions she holds for SÆTTER in the years to come.

Caroline Birk Bahrenscheer

Caroline, can you remember the moment the idea for SÆTTER first came about?

“The idea came to me after I bought and styled a flea market find. I was selling second-hand furniture on Instagram when I came across a shelving unit that would be perfect for displaying cups. After posting a picture, my inbox flooded with messages from people wanting the same or something similar. Five years ago, there was no such thing as a dedicated cup shelf – it was either a standard shelf or a cabinet. There was an enormous demand for a niche product that could showcase all the beautiful handmade ceramic cups people were collecting.”

…And when did you think, ‘This is what I have to do’? How did you get started?

“Four weeks later, I started looking for a carpenter who could help me bring it to life. It was quite challenging – many thought it was too complicated or expensive to make.

I set up a waiting list so people could sign up for the product once it was ready. Three hundred people signed up, and that was based on just a sketch. I found a carpenter who made the first 50 units, which I sold directly via Instagram. However, they found it too time-consuming to continue, so I was back at square one until I found a new Danish workshop that believed in the idea.

I ended up making 50 units without ever seeing a prototype – there simply wasn’t time. It was just before the Christmas season, and many people were already on the waiting list. For the first nine months, I sold exclusively on pre-order until I built up a stock. The company remains bootstrapped to this day.”

How would you describe your products?

“I see them as a new Danish classic, a modern design icon. I hope that, in twenty years’ time, it will be the kind of shelf people hope their parents have kept in the attic.”

How does your creative process work – from idea to finished product?

“It’s very intuitive. I let ideas accumulate in my mind, drawing inspiration from everything – YouTube, travels, second-hand finds – and suddenly an idea appears, so vivid and clear that I act on it.

Patience can be difficult, but I always follow my gut. Even if it means going in the exact opposite direction … that’s what I love. I don’t work according to seasons, but based on what I feel is missing in the market and in my own home.”

Where do you sell your products?

“I sell them exclusively through my webshop, with one exception: LOUISIANA. There, you can purchase a special SÆTTER x LOUISIANA edition.”

You’ve previously said that we need to get used to paying for better quality. Could you elaborate on that?

“In Denmark, we are extremely focused on discounts and sales, while at the same time wanting local production, sustainability, and high-quality materials. It simply doesn’t add up.

If we want locally produced items made from good materials, we can’t expect to get them at a 60% discount. I would rather make fewer, better products. It’s about quality over quantity.

I don’t aim to sell my products to everyone, but to those who value design, quality, and limited production. In general, we should consume less. If you’ve saved up for a special piece of Danish design, I believe you’ll appreciate it even more, take better care of it, and pass it on.

Although SÆTTER started with a trend, I don’t want it to become a trend-driven brand. I want it to be known for its quality and design.”

Beyond shelves and boxes – could you imagine expanding your product range?

“Absolutely. I have many sketches waiting to be realized. But being a bootstrapped company brings challenges when you want to invest in something new.
Packaging, in particular, has been a very costly item, so it’s not always easy to create a new size or entirely new product, as people might think.

It’s also important to me that any addition comes with the right intention and a strong product I truly believe in – not just ‘pillow, candle, napkin’ type items or 100 new SKUs we may not need. Less but better, and everything in moderation.”

What inspires you?

“I use YouTube a lot and upgraded to Premium because I don’t want to be interrupted in what I choose to watch. I watch architecture, design interviews, interior content, and creators from Japan and Korea. I love their aesthetic.

I also enjoy visiting museums or interesting architectural sites. And I often browse real estate listings from around the world, especially homes designed by original architects.”

How do you define a good working day?

“A good working day is one where I’ve had time to focus deeply on tasks, create something, and move my body.

I often make a proper breakfast when I return home after dropping off our three children. The first hour, where I settle into my inbox with some nourishing food and a cup of coffee – that sets the tone for the day.

Breaks and movement are essential. It’s so important to get out of your head and into your body. The best ideas never come in front of the computer, but when I take a walk in the forest or a session at the gym. When the mind disconnects, it opens up to so many new ideas.”

What do you dream for SÆTTER over the next 3–5 years?

“I dream of new products and exciting collaborations like the one with LOUISIANA. The design is so scalable that the possibilities are endless.

I also dream of expanding into Japan and Korea. I love their aesthetics, and I can see SÆTTER fitting in perfectly there – and I’m already seeing strong interest from both countries.”

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Back in August, dontt.dk introduced Mathias “Zanka” Jørgensen and Nanna Marie Jatta’s new venture: Bobben’s Dept.
A children’s clothing brand born from the idea of fewer, better pieces — inspired by their son Axel and a mindset rooted in quality over quantity.

A few months on, we caught up with Zanka in Los Angeles, where the family is now based, to hear how life — and the launch — have unfolded.

So, what does it really take to build a children’s brand from scratch?

Mathias “Zanka” Jørgensen Jatta

Mathias, let’s start with everyday life. How’s life in LA?

“It’s hard to complain when the sun is shining — even in November. There’s a pool in the backyard, our son is happy, so really, no reason to. Moving here to play and live was an exciting opportunity that both Nanna and I could see ourselves in. After so many years of moving around for football, this felt like something bigger — an experience for the whole family.

We get a lot of visitors from Denmark, which is great, but you can definitely feel the distance. There’s a nine-hour time difference, so people back home are living in a completely different rhythm.”

You’ve now launched Bobben’s Dept. How has it gone so far?

“It’s gone really well. We’re incredibly grateful for the response we’ve had — both around the launch and from customers since. It’s been a steep learning curve, that’s for sure. How do you keep that initial excitement alive? How do you turn attention into actual sales? It’s a completely different world.

But from the start, Nanna and I agreed that we wanted to learn by doing — to make mistakes, learn from them, and keep going. You can’t know everything from day one.”

What has surprised you most about building a clothing brand from scratch?

“Well, partly what I mentioned before. How many people are constantly browsing, adding items to their carts, but then hesitate to buy. I assumed more would just purchase right away. But, of course, that’s something we all do ourselves sometimes.

Beyond that, it’s been eye-opening to see just how much time goes into creating good content. So many hours, both in planning and execution. I’ve developed a new respect for people like you, who spend so much time behind a screen.”

How do you and Nanna divide responsibilities within the company?

“At the start, we just took things as they came. It was meant to be fun and exciting. We had the privilege of letting things take the time they needed to be done properly. We’ve put a lot of care into it.

As the launch approached, it became clear that we needed to split responsibilities. We couldn’t be involved in every decision together. There were even a few more debates at home than usual,” he says with a smile.

“Now it’s Nanna and Cecilie, who are also part of the project, managing branding and graphic design, while I focus more on the products, styles, and functionality. Of course, things need to look good, but function is crucial when you’re designing children’s clothing. You mentioned your daughter’s trousers with the adjustable waistband before — these are details you only really notice once you become a parent.”

And you also have a team based in Copenhagen?

“We are based in Copenhagen. The company is registered there, and that’s where we feel at home. At the same time, it’s invaluable to have people just a phone call away if you need to find the right supplier, get the right pricing, navigate Shopify, or handle any of the countless other details.”

How do you see the brand evolving over the next few years?

“That depends on a lot of factors, like when we move back home. That’s a certainty – I don’t want to deprive my son of growing up in Copenhagen.

So the answer to your question is that we’ll be spending the next period developing products, gearing up the company for a lot of new initiatives, and creating things that people can really engage with. We have many ideas for the kind of community we want to build and contribute to.

For example, in December we’ll be hosting three events. We tried it out a bit during the summer, and it was a huge success. We expected around 100-150 guests, but it ended up being closer to 600-700. That was really exciting.”

Who inspires you?

“Good products. Quality. Things that last. As we mentioned in the last article, we’ve personally been buying into the idea of building a smaller wardrobe – but one made with higher quality and no expiry date. If I had to name people, it would be those who are truly entrepreneurial. Take Andreas von der Heide, for example. He managed to carve out a distinct space in the market for Les Deux and really signalled, ‘This is the way forward,’ and then just kept going.

There’s Philip Lotko and Daniel Brix from Rains. I was just in New York recently, and it’s pretty amazing to walk past a Rains store there.

And then Nicolaj Thomsen and the guys from Another Aspect. They’re not playing in the same financial league as Les Deux or Rains, but the kind of movement they create from within their community is super impressive. They’re so confident in their concept, and yet they keep evolving in all the right ways. Whenever I’m in Copenhagen, I always stop by their place.”

And speaking of Copenhagen. We’re sitting here in the middle of a Champions League round – how much do you keep up with FCK these days?

“I follow closely and read most of the updates. Practically speaking, it’s difficult to watch the matches because of the time difference. For example, I only managed to catch about 15 minutes on my phone in the locker room when we faced Leverkusen. But there’s no doubt how much FCK means to me.

I still struggle a bit with using yellow in our collections, which is a little silly in hindsight.

But I’m really looking forward to one day passing my love for FCK on to my son. Experiencing those afternoons in Parken that I only ever really got to enjoy from the pitch myself – I can’t wait for that.”

Vi glæder os til at følge Bobben’s Dept, Nanna og Zanka videre i deres rejse!

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🇩🇰 Du finder den danske version af denne artikel her.
🇫🇷 Vous pouvez lire la version française de cet article ici.

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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🇩🇰 Du finder den danske version af denne artikel her.

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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