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From a Copenhagen beginning to an international fashion brand, Les Deux’s journey has been well documented, not least here on dontt.dk, where we’ve followed the brand closely over the years. This year, Les Deux celebrates its 15th anniversary with a new collection photographed in the city where it all began.

For Creative Director Mathias H. Jensen, who has been part of the journey from the very beginning, Copenhagen remains a defining reference point. Not as a fixed formula, but as a particular way of seeing the world.

To mark the launch of AW26, we sat down with Mathias to reflect on 15 years of evolution, the contrasts that continue to shape Les Deux, and the ambitions guiding its next chapter.

Mathias H. Jensen, Creative Director

Mathias, 15 years is a long time! Congratulations! How much of the original Les Deux still lives on in the brand today?

“Thank you. Actually, quite a lot. Our aesthetic has naturally evolved, and we’ve become more mature and more precise in what we do, but the fundamental idea remains the same.

Les Deux was born from the meeting of two very different worlds, and that contrast is still at the heart of almost everything we do. The polished and the relaxed. The classic and the sporty. The familiar, with something that pushes it in a slightly different direction.

So while Les Deux is in a very different place today than it was 15 years ago, I still think you can feel the same curiosity and energy in the brand.”

Have there been any aspects of Les Deux that you’ve consciously chosen not to change over the years?

“Yes, I think that contrast is probably the most important thing. We’ve never wanted to become too much of just one thing.

If it becomes too classic, we introduce something unexpected. If it leans too street, we bring in something more refined.

That tension has become a kind of creative compass for us. I also think we’ve always been very focused on the people around the brand.

Les Deux shouldn’t feel like something that exists in a vacuum. Community has been part of the story from the beginning, and it’s still important to how we think about the brand today.”

What has been the biggest change for Les Deux over the past 15 years?

“Confidence, I think. In the beginning, a lot of it is about proving that you belong. You naturally look outward and try to understand where you fit in. Today, we know Les Deux much better. We know which contrasts work well for us, which products feel natural to the brand, and what kind of world we want to build.

At the same time, we’ve gone from being a relatively small Copenhagen-based brand to having an international audience. That naturally changes the scale and the ambitions, but hopefully not the way we think creatively.

For me, the evolution isn’t about becoming something else. It’s more about getting better at being ourselves.”

Where do you see the greatest potential to develop Les Deux further and take the next step?

“I’m less convinced that the next step is necessarily about doing more, and more interested in making the world around Les Deux stronger.

There’s still a great deal of potential in developing the product, exploring materials, silhouettes and categories in greater depth, and creating things people might not necessarily expect from us.

But just as important is how all these elements come together. The stores, campaigns, collaborations, our community and the way people experience Les Deux internationally.

The ambition is for people to recognise Les Deux before they even see the logo. When a brand reaches that point, I think it becomes really interesting.”

We’re also here today because AW26 has just launched, and you chose to shoot the collection in Copenhagen. What was the thinking behind that decision?

“It felt very natural. When you turn 15, you automatically start looking back at where you came from. Rather than marking the anniversary with something overly nostalgic, we wanted to return home and see Copenhagen through the eyes we have today.

In many ways, AW26 is a very mature Les Deux collection. It moves between sportswear and tailoring, between the relaxed and the more refined, and there’s something distinctly European about it. I think that fits Copenhagen incredibly well.

We also didn’t want to create a classic postcard version of the city. We wanted to capture the Copenhagen we know ourselves: a little raw, understated and very alive. In that sense, the city became more than just a location. It became part of the story.”

What does Copenhagen mean to Les Deux today, and how deeply is the brand’s identity still rooted here?

“A great deal. But perhaps more as a way of seeing the world than as a literal reference.

Copenhagen has this rather unique balance between functionality and aesthetics. People can be impeccably dressed without looking as though they’ve tried particularly hard. There’s something relaxed and pragmatic about that, which I think runs deep within Les Deux.

At the same time, we’ve become an international brand, and it’s important that our inspiration doesn’t come exclusively from Copenhagen. We need to remain curious about Paris, London, New York and all the people and environments we encounter.

But Copenhagen is still our starting point. It’s the filter through which everything else passes.”

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Markus Evers, Peter Vahl Kristoffersen and Thomas Egelund have built, in record time, the platform they felt the market was missing: Coachway. The all-in-one solution brings training programmes, nutrition, check-ins, messaging and payments together in one place for online fitness coaches. In less than nine months, the founders bootstrapped the business to DKK 3.5 million in ARR and 200 customers.

Now, their ambition is to make the Danish platform one of the leading players in the Nordics, before breaking into the US market next year.

But it all started with a frustration.

Markus and Peter knew the industry from the inside. They had worked together at Zenfit, another platform for online coaches, and remained part of its journey until Lenus acquired the company in autumn 2021.

As the new organisation took shape, however, Markus and Peter chose not to continue. Both believed strongly in the market, but they also sensed that there was another way of doing things. Existing solutions, they felt, were becoming increasingly corporate, while prices continued to rise.

Why not simply build something better ourselves?

That question marked the beginning of Coachway, a platform that has quickly found its place in the market. Here, we take a closer look at the three founders.

From left: Peter Vahl Kristoffersen, Co-Founder & Head of Management; Thomas Egelund, Co-Founder & CTO
and Markus Evers, Co-Founder & CEO.

Today, the founding team consists of Markus Evers, Peter Vahl Kristoffersen and Thomas Egelund. Despite having been on their new journey for just nine months, they already have customers outside Denmark and have built a profitable business with more than 200 coaches on the platform.

But the story of Coachway begins neither with a major investment nor a large team.

In early 2023, Markus and Peter had each started building their own marketing agencies, helping online coaches grow their businesses. They soon decided to join forces, running EmpowrCoach until December 2025, when they launched the platform and changed its name to Coachway.

The ambition was clear, to move from a traditional marketing agency to a complete powerhouse, combining the agency with a software platform under one roof.

Before long, a new question emerged, should they continue working with other people’s solutions, or build the platform they believed the market was missing?

They chose the latter.

This was also when Thomas Egelund entered the picture.

Thomas, how did you end up becoming part of Coachway?

“Peter reached out to me on LinkedIn. At the time, I was working as a senior software engineer at a larger company, and after my time as co-founder of Quickorder, which we closed down in 2022, I had started feeling the pull to build something again.

“I was looking for new challenges and had a few conversations elsewhere. But I remember being really hooked on this from the beginning. I could see the potential in their plan, so we moved pretty quickly.”

Thomas uses a simple metaphor to describe the way they approach building Coachway:

“If you had asked people in the 1800s what was missing from the horse-drawn carriage, they would have said a faster horse. Instead, someone invented the car.”

That way of thinking lies at the heart of Coachway. Rather than simply building a slightly better version of what already exists, the founders have set out to rethink how online coaches work.

In short, Coachway is an all-in-one platform for online coaches.

It allows coaches to manage training programmes, nutrition, client data, check-ins, messaging and payments, while clients have access to their own dedicated app. The idea is not simply to digitise a coach’s business, but to make it scalable in a way the founders believe the market has yet to see.

Markus Evers explains:

“We’re an all-in-one platform for coaches, helping them support their clients. Simplicity is a crucial part of the product. Rather than positioning ourselves around replacing PDFs with digital solutions, as many competitors do, we’re focused on building something that takes the entire experience to the next level.”

Platforms are nothing new. But Coachway believes there is still room to make the experience both better and simpler.

Today, the platform is designed for coaches looking to scale their businesses without losing the personal relationship with their clients. However, technology is not the only thing the three founders talk about when describing Coachway.

They also want to build a brand. Markus puts it plainly:

“We don’t want to be just a SaaS platform. We want to build a brand around it in a way that hasn’t been seen before.”

It may sound like a considerable ambition for a software company, but to the founders, it makes perfect sense.

They point to companies such as Les Deux and Oversized Lifting Club as examples of brands that have managed to create something extending beyond the product itself.

For Coachway, that also means focusing on the relationship with the coaches using the platform.

Markus explains:

“When you write to us, you get hold of us. Personally. We feel that’s something that has been lost with other platforms. It’s an important part of our strategy. Being so close to our customers means we hear first-hand what works and what doesn’t, and can use that feedback quickly in the development of our product. It creates a great deal of momentum.”

Photo: Building a brand is a central part of Coachway’s ambition.
Here, the team gathers for an event with NRTHRN Strong in Nordhavn.

For the three young founders, Coachway is ultimately about more than building yet another Danish software company. From the outset, they have had a clear ambition to create something that can grow far beyond Denmark.

Peter Vahl Kristoffersen explains that 85 per cent of the business currently comes from Scandinavia, with Norway representing the largest market.

He continues:

“The Nordic market is, of course, an important part of the plan. We want to conquer Scandinavia. But our sights are already set further afield. We already have American customers, and the US is a natural next step. If we don’t break through in the US, we’ll never become the biggest in the industry or in online coaching. That’s simply the reality.”

The plan, then, is not merely to test the American market. Coachway is already looking towards opening a US office in the foreseeable future.

But Peter is quick to emphasise:

“Even with these ambitions, there’s one thing that must not change. We will continue to stay close to our customers, move quickly and build around the realities coaches face. But we have just one goal when we come to work. We want to be the biggest, we want to be the best.”

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JOE & THE JUICE has not been short of milestones in recent years. The chain has surpassed 500 stores and is approaching DKK 4 billion in annual revenue. Alongside major partnerships and key appointments, the company continues to develop new initiatives at product level.

For the first time, JOE & THE JUICE is bringing its breakfast offering together as one coordinated strategy, rather than treating individual products as standalone additions to the menu.

The reasoning is straightforward. Mornings currently account for too small a share of JOE & THE JUICE’s business, which peaks around lunchtime and in the afternoon. That is now set to change.

While many guests already start their day at JOE, the company’s research shows that one in four still do not consider JOE & THE JUICE a morning destination. It is this gap that the new menu and campaign are designed to close.

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

“We’ve built our name on freshly made juice and coffee, at lunch and in the afternoon. Morning is the one part of the day we haven’t truly won yet – and that’s the one we’re going after now.”

Noroxe continues:

“We’ve offered a breakfast range for quite a while, but demand for eggs in particular has grown, giving our morning guests more choice. This campaign is about making sure people think of JOE the moment they start their day, whether they’re in the mood for juice, coffee, eggs or something else.”

The new hot breakfast items featuring eggs will see their widest rollout in the UK and US, but will also be available at selected stores across the Nordics and wider Europe, as well as in several of JOE & THE JUICE’s franchise markets, including the Middle East. At the same time, every market is sharpening its focus on the morning experience.

The new hot offering includes egg wraps and bowls, among other items. The new cold products, including yoghurt and grain-based bowls, will be available across all 529 JOE & THE JUICE stores worldwide.

Here, Thomas Noroxe is pictured alongside Nicklas Bendtner as JOE & THE JUICE announced
its partnership with the Danish Football Association (DBU).

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We’ve been following Jonatan Marc Rasmussen and All Gravy since the Danish startup first began looking beyond its home market. Now, another significant chapter has been added to the story: European tech publication Sifted has ranked All Gravy number 13 among the fastest-growing startups in the Nordics.

Since our last story, its UK business has grown significantly, Germany has joined the picture, its first customers have landed in the US, and the team has doubled in size in just six months.

We sat down with Jonatan to talk about the growth, the international expansion and what comes next for All Gravy.

Jonatan Marc Rasmussen, All Gravy

Jonatan, let’s get straight to it. Sifted has ranked All Gravy number 13 among the fastest-growing startups in the Nordics. What do you think you’ve got right?

“First and foremost, we’ve built a product that is 10x better than the products currently on the market for hospitality and retail businesses. They’ve been used to needing six different pieces of software to solve what we solve with one elegant solution, whether you have 20 or 9,000 employees.

We’ve also managed to build agents that make a real difference for our customers, saving HR and operations teams several working days. For example, surveys with 1,000 respondents can now be analysed in 30 minutes instead of two working days. Employee onboarding, including all the administration, contracts and everything else, can be handled end-to-end by an agent instead of a person spending two hours on it. That means the human can spend that time actually saying welcome.

At the same time, we went hard on international expansion as soon as we had something that worked. Our goal isn’t to become the best local burger restaurant. Our goal is to become McDonald’s.”

The UK now accounts for close to 70% of your revenue. How does the split between Denmark, the UK and your other markets look today?

“The UK is now approaching 70% of our revenue, while a market like Germany is actually growing even faster than the UK did at the same stage.”

How is the product evolving?

“We now have a product and engineering team of 20 people, who can deliver 3–5x more than they could just a year ago because of AI. We completed our 2026 roadmap within the first three months of the year, but that hasn’t made us slow down in any way. If anything, we’ve become even more aggressive about how much value we can create in the product.

Beyond communication, training, engagement and operations, we can now cover the entire employee journey, including scheduling, holidays, contracts and performance reviews.

And perhaps most importantly, we’ve built agents on top of our software. Agents that take responsibility for entire areas of work, such as coordinating new employees, scheduling shifts, ensuring compliance with employment law and much more.

Competitors are now launching what we built two years ago. That’s fine, but you don’t become number one by copying number one.”

De 2 founders af All Gravy: Jonatan Marc Rasmussen & Kristian Lundager

What are the larger British chains seeing in All Gravy and what is making them buy into the platform?

“What is becoming clear to these large chains is that they can bring in a piece of software that solves their biggest headache: people.

We work with industries where people, and their energy and competence, are the product. If you want to grow from 20 to 40 locations, or even from 150 to 250, you simply have to put a stop to the fact that 80% of your employees leave every year. You can’t recruit your way out of that problem. That’s where All Gravy comes in.

The difference between a thriving business and a dying one is simply how good you are at retaining and motivating your employees, as well as your ability to develop them from their first day all the way to becoming a manager. They can see that this is something they can bottle with us, not just a system that can handle large enterprises, but also a system where agents give HR teams the space to work strategically because they are no longer caught up in the increasingly demanding coordination tasks that come with growing a business.”

Last time we spoke, the US was the next step. Germany came first. Why?

“The German market pulled us in. We signed one of the largest chains in Europe, which came to us after its owners had seen us working successfully with several of their English businesses. Afterwards, we realised there is a huge market right next door.

We’ve actually just closed our first five customers in the US. At our size, it’s still an experiment. But it’s one that looks very promising.”

You’ve gone from 30 to 60 employees in just six months, with plans to hire another 20 before the end of the year. What is driving such rapid growth?

“We have a market that is practically ripping the product out of our hands, so we are running to keep up. Everyone in the industry in the UK knows us, we are well on our way in Germany, and of course we still have a lot of customers we work closely with here at home.

At the same time, we’ve only just started on our product. That means massively scaling our product team, the team looking after customers, and of course our sales team to meet the demand we are seeing.

Our growth in headcount is smaller than our growth in revenue, precisely because AI has become such an integrated part of the way we work. We can all do more than we could a year ago.

Right now, we’re looking for talented salespeople, designers and developers who are good at working with AI – and, even more importantly, who know how to make it feel as human as possible. For us, it’s about building the most fantastic product experience, whether that product is agents or software.”

If you had to put one headline on All Gravy’s development since our article last year, what would the biggest change be?

“From software to colleague. We are still on the journey, but we have come a long way from being a system that made HR and operations teams more efficient. Today, we deliver agents that can onboard new employees, handle shift scheduling and ensure compliance with employment law.

It’s getting closer to a colleague. And that is the change that has taken us from being a Danish startup with a good idea to becoming the platform some of Europe’s largest chains are building their employee experience on.”

Photo: The entire All Gravy team following the news that they had been ranked 13th on Sifted’s list of the fastest-growing startups in the Nordics.

The growth is impressive, the image quality slightly less so. The excitement, however, is unmistakable.

What is the next big goal?

“To become the platform through which frontline employees around the world experience work. At the same time, we want HQ teams to spend their time on value-creating initiatives rather than what unfortunately takes up a lot of their time today: coordinating the many people who move through these businesses every year.

In concrete terms, that means three things: Germany needs to become our next UK. The US needs to move from an experiment to a real market. And the product needs to go from helping people do their jobs to making their jobs better. The 19-year-old starting their first job today should have a better path from their first shift to becoming a manager than anyone has had before.”

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Flatpay’s rapid rise has been well documented here at dontt.dk.

Just 18 months into the company’s journey, we sat down with Sander Janca-Jensen, Flatpay’s CEO and co-founder, for an in-depth interview about the company’s ambitions. Even then, the plans were bold. Looking back now, it is fair to say: he was onto something.

Founded in Denmark in 2022, Flatpay set out to challenge the traditional payments industry with a simpler proposition for businesses.

Four years on, the picture looks rather different.

Flatpay now has more than 2,500 employees across seven European markets and has passed the 100,000-customer mark. The company has also reached an important milestone in its growth story: its Danish business is expected to turn an operating profit in 2026.

Finland is expected to follow later this year, Janca-Jensen tells Børsen.

Sander Janca-Jensen at TechBBQ this year

That pace is notable for a company still relatively early in its international expansion. Flatpay has not built its business by cautiously entering one market at a time. Instead, it has pursued growth with an almost uncompromising sense of urgency from the outset.

That approach was underscored in November 2025, when Flatpay raised DKK 1.1bn (€147m) at a valuation of around DKK 11bn (€1.5bn). At the time, the company had approximately 1600 employees.

Since then, its workforce has grown by almost 1.000 people.

Flatpay has already surpassed 100,000 customers across Europe and has previously said it is targeting 1 million customers by 2029.

It is a growth opportunity the company is investing heavily in, above all, by moving fast.

According to Sander Janca-Jensen, expects to post a loss of around DKK 1bn (€134m) across the group in 2026.

On the face of it, that is a substantial figure. But for Flatpay, it is largely the cost of the strategy it has chosen: investing heavily in international expansion now in order to build a significantly larger business over time.

In that sense, the company is still only at the beginning of the journey that has turned Flatpay into one of Denmark’s most notable fintech growth stories in recent years.

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Over the summer, Hotel d’Angleterre has welcomed a new leader.

João Prista von Bonhorst has joined the iconic Copenhagen hotel as its new General Manager and CEO, succeeding Lucas Johansson, who has led the property since 2013.

Prista von Bonhorst arrives in Copenhagen with an extensive international career in luxury hospitality. Most recently, he spent six years at Tivoli Hotels & Resorts in Lisbon, where he served as Hotel Manager and General Manager of the historic Tivoli Avenida Liberdade.

Prior to that, he led Lisbon’s renowned Bairro Alto Hotel. His career has also taken him to some of Europe’s most prestigious hotels, including Hôtel Beau-Rivage in Geneva, Four Seasons Hotel Ritz Lisbon, The Bentley Kempinski in London and the iconic Hôtel de Crillon in Paris.

Jeg synes især “arrives in Copenhagen with an extensive international career in luxury hospitality” fungerer godt – det lyder mere editorial end den klassiske pressemeddelelsesformulering.

As noted earlier, Prista von Bonhorst succeeds Lucas Johansson, who has been a central figure in Hotel d’Angleterre’s recent history.

Johansson led the hotel from 2013 and has now moved on to become CEO of IHA Management, an international hotel management company that counts Hotel d’Angleterre among its clients.

With a history dating back to 1755, Hotel d’Angleterre is one of Copenhagen’s most iconic hotels. The five-star property on Kongens Nytorv has 92 rooms, including 55 suites, as well as the Michelin-starred restaurant Marchal.

The hotel is also a member of The Leading Hotels of the World and has long been an internationally recognised name in luxury hospitality.

João Prista von Bonhorst

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Things are moving quickly for Copenhagen-based footwear brand VINNY’s. The company grew by an impressive 81 per cent in the first half of 2026, and now it is looking to build on that momentum.

VINNY’s is expanding its ownership with Magnus Neble and Mikkel Rohde, who have already spent the past year working closely with the brand.

Since launching in 2019, VINNY’s, led by founder Virgil Nicholas, has evolved from a Danish label known for its loafers into an international name, stocked by retailers including KITH, Mr Porter and SSENSE.

And its appeal now extends well beyond the traditional fashion crowd. Justin Bieber, Shawn Mendes and King Frederik are among those who have been spotted wearing the Copenhagen-made shoes.

Virgil Nicholas, Founder & Creative Director, VINNY’s

The two new owners are not entering as outside investors, but as existing partners who have worked closely with VINNY’s over the past year.

Magnus Neble and Mikkel Rohde are co-founders of Neble & Rohde, an agency specialising in digital growth, e-commerce and brand development. Neble is also a co-founder of Gastrotools.

Virgil Nicholas, founder and Creative Director of VINNY’s, says:

“We have always been focused on building a brand with substance and long-term relevance. Magnus and Mikkel share our view on how strong brands are built, and we look forward to bringing their expertise into the next phase of the business.”

Magnus Neble adds:

“VINNY’s has established a clear position and a strong international presence through a consistent approach to product, storytelling and community. It is a brand with significant potential, and a partnership we look forward to developing further.”

The next phase will focus on further accelerating VINNY’s direct-to-consumer business, with the US, and New York in particular, showing strong growth over the past year. The investment will help strengthen the brand’s digital platform and its presence in the American market.

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Zalando, Europe’s leading online platform for fashion and lifestyle, has teamed up with Danish fashion label Samsøe Samsøe on an exclusive collaboration. Together, they have created Summer in the City, a unisex capsule collection and campaign that pairs refined Scandinavian tailoring with a more relaxed street-style sensibility.

The collection comprises 12 styles and is available across all of Zalando’s markets. To put the scale into perspective, Zalando serves 62 million active customers across 29 countries. Copenhagen, however, plays a particularly central role in the collaboration.

The campaign was shot on the streets of Copenhagen, drawing on the rhythm of everyday city life and the small rituals that come with Scandinavian summer, when life naturally moves outdoors and the city takes on a slower, more relaxed pace.

Sebastian Becker, General Manager Nordics at Zalando

For Zalando, the collaboration is part of a broader strategy to work more closely with Nordic brands.

“Working with leading Nordic partners to offer our customers exclusive capsule collections is a central part of our strategy,” says Sebastian Becker, General Manager Nordics at Zalando.

He adds:

“Samsøe Samsøe captures the essence of modern Scandinavian culture like few others. The Corner is the perfect platform to showcase the exclusive ‘Summer in the City’ capsule collection and celebrate the Nordic urban lifestyle, where fashion, city life and festival culture come together naturally.”

“Summer in the City is inspired by the feeling of spending summer in Scandinavia, where life naturally moves outdoors and the days often stretch well into the evening,” says Marley Roosen, Head of Womenswear Design at Samsøe Samsøe.

The collection is designed as a versatile wardrobe for long summer days and warm evenings in the city. Unisex by design, it centres on relaxed silhouettes that can be styled across genders and occasions.

Key pieces include oversized blazers in grey melange, paired with tailored shorts or miniskirts, zip-up cardigans with contrasting sleeve stripes and relaxed, baggy cargo trousers.

Classic summer references also feature throughout the collection, from checked shirts and matching shorts to vintage-inspired T-shirts, worn-in denim and a colour palette spanning earthy tones, light blue, red, grey and cream.

Copenhagen is more than just the backdrop for the campaign. The city’s urban summer lifestyle also ties into the wider Nordic festival culture, where fashion, music and city life naturally intersect.

That connection was brought to life at Way Out West in Gothenburg, where Zalando presented the collection through The Corner.

The Corner is Zalando’s own physical concept, bringing fashion, music and culture together through live performances, talks, DJ sets and other cultural experiences. The format has also made its way to Copenhagen on several occasions.

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Some products are so familiar that we can hardly imagine them changing. After Eight is one of them. For more than six decades, the chocolate brand has been synonymous with its thin mint chocolates, wrapped in their instantly recognisable black envelopes.

Since 1962, After Eight has stayed true to its classic combination of dark chocolate and mint. Now, however, the brand is doing something rather unexpected.

For the first time, After Eight is introducing varieties without mint. The three new flavours each take the brand in a different direction: caramel paired with milk chocolate, orange with dark chocolate, and raspberry with dark chocolate.

Cecilia Sannig, Marketing Manager, Confectionery Nordic at Nestlé, says:

“After Eight has always been about the small moments we share. With the new varieties without mint, we are opening the brand up to new consumers and giving more people the opportunity to find their favourite, while staying true to the identity and quality that have defined After Eight since 1962.”

After Eight was developed as an “after dinner” chocolate by Brian Sollit at British confectionery maker Rowntree’s and launched in 1962. The idea was simple: a small chocolate to enjoy after dinner, hence the name After Eight. In 1988, Nestlé acquired Rowntree’s, bringing After Eight into its portfolio.

Cecilia adds that the brand is also updating its packaging, with new colours making it easier to distinguish between the different flavours:

“The new design builds on After Eight’s familiar look while giving the packaging a fresh expression. The new colours make it easier to find your preferred flavour, without moving away from the look consumers have known for more than 60 years.”

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Back in February, we covered Danish investment platform Pluto.markets as it secured €5m in a new funding round. Among the investors were F.C. Copenhagen captain Thomas Delaney and Sander Janca-Jensen, CEO and co-founder of Flatpay.

Now Pluto is taking another significant step forward. The platform was founded by Danish entrepreneurs Oscar Vingtoft and Joakim Brüchmann. Since launching in 2024, their ambition has been clear: to make investing more accessible and intuitive without compromising on functionality.

Today, Pluto has around €400m in assets under management and more than 15.000 users. Until now, the business has primarily focused on private investors. That is about to change, as Pluto opens its platform to businesses, allowing companies to set up investment accounts.

Around 100 companies have already joined during a beta phase, with Pluto now targeting around 1000 business customers by the end of the year. The ambition is for companies to account for roughly half of the platform’s assets under management.

Investor Thomas Delaney (left) with Pluto founders Oscar Vingtoft and Joakim Brüchmann (right)

Speaking to KapitalWatch, Joakim Brüchmann says:

“It needs to go from zero to 50 per cent of the business in five months. That gives you an idea of the level of expectation. A large proportion of the customers we will serve on the business side are already customers on the private side. That makes it significantly easier to sell business accounts when you already serve the customer as a private investor.”

But the bigger story is that Pluto no longer sees itself as competing solely with trading platforms such as Nordnet and Saxo Bank. With its move into the business market, the company is also stepping into territory traditionally dominated by banks and wealth managers.

“What we are trying to do with this launch is challenge the wider financial sector,” says Brüchmann.

Pluto is also setting its sights on customers with more than €67.000 in investable assets. Here, lower fees and technology are set to be among its key competitive advantages.

For businesses, Pluto offers commission-free trading on up to €13.000 per month, as well as Collections, which allows investors to build their own ETF-like investment product.

At the same time, Pluto wants to challenge the traditional model of wealth management, where the relationship between client and personal adviser often remains central. In short, the company wants to replace the personal adviser with technology.

And technology is set to play an even greater role going forward. Pluto is working on several new products, including AI features designed to handle parts of the wealth management process for affluent clients. Accounts for minors are also in the pipeline.

And while we are on the subject of ambition: the long-term goal is to become Europe’s preferred investment platform by 2030.