In English

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Next year, Danish footwear brand Billi Bi will celebrate its 90th anniversary, if one counts the founding of its parent company, Fransi, in 1936 by the grandparents of current owner Carsten Friis. Billi Bi itself was launched in 1993, carrying forward a legacy of craftsmanship and design.

The name, delightfully, comes from Friis’ favourite dish: the French mussel soup Billi Bi, first served at the legendary Parisian restaurant Maxim’s in the 1930s, a story as charming as it is tangential to the shoes themselves.

Despite its long history, Billi Bi shows no signs of slowing down. With ambitions to expand its presence on the international stage, the company is strengthening its leadership team.

Justin Daughrity-Winther joins the brand in a newly created role as Chief Commercial Officer (CCO), taking responsibility for refining Billi Bi’s commercial strategy and ensuring a seamless dialogue between brand identity, collections, and distribution. Daughrity-Winther brings over a decade of international experience in footwear, most recently serving as Global Vice President of Brand at ECCO.

“Billi Bi is built on a strong foundation and already experiencing healthy growth,” says Carsten Friis, CEO and owner. “Bringing Justin on board allows us to further accelerate this development, both across the Nordics and internationally. His strategic vision and commercial expertise align perfectly with the direction we want to take the brand.”

With this appointment, Billi Bi signals its intent to marry its rich heritage with a forward-looking strategy, embracing new markets and audiences while staying true to the craftsmanship and quality that have defined the brand for nearly three decades.

Carsten Friis, CEO and owner

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The idea for Opally didn’t emerge in a boardroom or at an innovation workshop. It was born in a hotel reception on Bornholm, and went live just nine days later.

Behind the AI tool is Danish 23-year-old Gustav Søgård. He studies cand.merc.(it.) at Copenhagen Business School and simultaneously works at Understory, which recently raised €12 million.

Yet he still found the time to build a tool that now helps hotels spend less time on emails and more time with the guests in front of them. Opally started as a solution for Stammershalle Badehotel in the summer, and today around a dozen hotels are already on board – with more joining soon.

Impressive, by any measure.

Here, Gustav shares his story, explaining the idea, his motivation, and how technology, paradoxically, can create more human jobs.

Gustav Søgård, Founder, Opally

Gustav, let’s get this straight! How would you explain Opally in 15 seconds to a hotel receptionist who has never used AI?

“I usually tell people to imagine having an extra colleague who knows all the answers to their guests’ questions, with full access to the hotel’s data.

Opally handles the ‘boring’ work and drafts emails based on guest inquiries, following the hotel’s preferred tone and style.

The receptionist only needs to check that everything looks correct and hit send. It’s not about replacing the front desk, but about reducing busywork so they can focus on the guests in the lobby.”

How did the idea for Opally come about?

“It all started in the summer of 2025 at Stammershalle Badehotel, where my mother works. I saw how much time the front desk spent answering the same types of emails over and over again, and I realized we could fairly easily build a solution that used data from their own systems to make it smarter.

The real spark came on July 8th at Paris Charles de Gaulle Airport, on my way home from a Y Combinator meetup with 800 other young startup enthusiasts. I was buzzing from the energy there, opened my laptop, and wrote the very first line of code right at the gate.”

How quickly did you implement it at Stammershalle?

“It happened fast. By July 17th – just nine days after I started coding in the airport – Stammershalle was already using the first version. It was a very simple version back then, but that’s the whole philosophy behind Opally: get the product out into the real world as quickly as possible so we can learn from it. The tight feedback loop between the code and the reception staff has been crucial from day one.”

Hvornår gik det op for dig, at det ikke bare var et Stammershalle-projekt, men noget der kunne blive større?

“Da jeg opdagede, hvor simpelt det egentlig var at skifte ‘motoren’ ud. Jeg kunne tage systemet fra Stammershalle og koble det på andre hotelsystemer uden det store besvær.

Og tanken var klar: Hvis det her kan spare Stammershalle for så mange timer om ugen, så sidder der helt sikkert andre hoteller derude med præcis samme udfordring. Hvorfor ikke hjælpe dem også?“

Og nu har du fået andre hoteller på?

“Ja, i skrivende stund er vi oppe på omkring 12 hoteller.Men det tal ændrer sig nærmest uge for uge lige for tiden.Vi er stadig på et tidligt stadie, men interessen er stor, så jeg forventer, at væksten kommer til at være rigtig fin her de kommende måneder.“

Du læser cand.merc.(it.), bygger Opally og arbejder hos Understory. Hvad er det, der driver dig?

“Jeg bliver drevet af at løse rigtige problemer i den virkelige verden. Vi lever i en tid, hvor AI og teknologi ræser derudad, men jeg tror på, at modreaktionen bliver, at vi mennesker vil have færre ting og mere tid sammen fysisk. Min mission med Opally er at understøtte hospitality-branchen i den udvikling.

Vi skal ikke fjerne receptionisterne; vi skal fjerne skærmtiden, så de kan fokusere på værtskabet og de gæster, der står lige foran dem.

Det betyder reelt set, at teknologien kan være med til at skabe bedre, mere menneskelige jobs, fremfor at fjerne dem.“

What does a good workday look like for you?

“It’s a day with a lot of variety. I love the mix of commercial work, like onboarding and demos with hotels and diving deep into building new, value-creating features for the product.

My background in cand.merc.(it.) probably explains why I want to focus on both. I don’t just want to understand the business, or just the code. The magic happens when the two come together.”

Who inspires you?

“I’m drawn to people who are able to bridge the gap between technology and business.

Jack Dorsey, from Twitter and Square, is a big inspiration for his philosophy: if you have an idea, you should hack it to life and validate it in the real world immediately.

David Heinemeier Hansson is another huge influence for me and many other young people. He also studied HA(it.) at CBS, but his ability to understand how code directly contributes to business success over 20 years with Basecamp is truly unique.

And here at home, I’m very inspired by Lasse & Lars from Understory. They’re an incredible duo who just complement each other perfectly when building large businesses.”

If you could give one piece of advice to young entrepreneurs with an idea, what would it be?

“Learn to code. Even at a basic level. It’s by far the best way to get an idea out of your head and into the real world. Today, you don’t need to be an expert from the start, with AI tools like Cursor and Windsurf, you can achieve a lot with just a foundational understanding.

I also see ‘systems thinking’ becoming one of the most important skills for the future. In other words, the ability to understand how complex systems interact and where you can optimize the architecture. That’s where the real value lies.”

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Today, Copenhagen-born beauty brand NUORI announces a new leadership structure and investment. Danish venture studio Twelve50Five, along with GANNI founder Nicolaj Reffstrup, are joining the company to support its next phase of growth.

Twelve50Five founder Malte Kamp Videbæk will assume the role of CEO. NUORI’s founders, Jasmi and Peter Bonnén, will remain minority shareholders and, according to Malte, take on advisory roles to ensure a smooth transition while preserving the brand’s founding values.

Reffstrup will not be involved in day-to-day operations but will, as a shareholder, provide strategic insight, particularly from a global perspective. His experience in scaling GANNI into one of Scandinavia’s most influential and commercially successful fashion brands speaks directly to the expertise he brings to NUORI.

From left: Malte Kamp Videbæk and Nicolaj Reffstrup

Jasmi Bonnén

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

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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