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At Selected Car Group, it’s about much more than cars. It’s about passion, courage, and community. With five strong pillars—Leasing, Investment, Events, Collection, and Race—the group has brought together some of Denmark’s most passionate automotive companies under one roof.

Leading the marketing efforts is Claus Smed, Group Marketing Director, who works every day to give customers the chance to experience more.

Claus doesn’t come from a traditional automotive background; he started in advertising, where aesthetics, storytelling, and curiosity have always been his driving forces. For him, it’s about raising the bar—whether in the customer journey, company culture, or communication.

We spoke with him about the company, passion, digitalization, and why conversations remain his greatest source of inspiration.

Claus Smed, Group Marketing Director, Selected Car Group

Claus, if someone had never heard of Selected Car Group, how would you describe the company?

“We are a family of companies, all united by a passion for cars. We operate across five pillars; Leasing, Investment, Events, Collection, and Race. So no matter what kind of automotive passion you have, there’s a place for you here. At the heart of the group is our desire to raise the bar. For us, it’s not just about keeping up with trends, but about preserving the classic in a modern world. We embrace elegance, aesthetics, and that feeling when something just feels right. That’s the bar we aim to raise.

And it’s not just about cars; it’s about culture, events, and everything surrounding them. We have customers across the country and are physically present with showrooms on Zealand, Funen, and Jutland.”

Which values are most important to the company?

“When I got this job, I called my mother to tell her. She said many things, but one line stuck: ‘That sounds very passionate.’

And that really hits the mark. Without passion, there would be no Selected Car Group.
Beyond that, it’s about courage. We dare to lead. We are proud of what we do. And community is a key value for us, a sense of togetherness that runs across our entire universe.”

Which customers do you primarily serve?

“When you drive past one of our showrooms, it’s clear that we are a premium brand. We bring together a unique collection of expertise in premium, enthusiast, and collector cars.

But we actually work with all vehicles in the premium segment.

You don’t need to have millions in the bank to become a customer. Many people grow into our universe over time. Premium comes in all shapes, sizes, and price points, depending on where you are in life. Our customers usually have strong opinions and a deep passion for cars, but everyone comes from their own starting point.”

Which trends do you see as most significant for the automotive industry right now?

“We can break it down into three areas.

First and foremost, it’s about the experience. Every sale should be personal and unique. It might sound like a cliché, but most people don’t buy a car every day. This is where our ‘Mærk mere’ (‘Feel More’) campaign comes in, defining what driving pleasure really means.

Next, digitalization is more important than ever, especially along the customer journey. We’re investing heavily in this area, so we’re stronger digitally than ever before. We’ve launched an app that makes it even easier to be part of our universe—whether you’re a customer or a potential one. Increasingly, more of our communication happens through the app.

Finally, there’s electrification, which Denmark is leading the way on. We need to navigate this wisely, as demand for electric vehicles is growing significantly.”

Especially the latter two areas involve a high degree of innovation, both in cars and in marketing. Isn’t it hard to keep up?

“You’re right. And that’s why the answer to your question is that you can’t talk about innovation without talking about technology. We’ve invested a lot in navigating a market that evolves almost daily—and in bringing in key people who elevate us both professionally and personally. Our marketing department is significantly larger and far more specialized than it was just a few years ago, and that comes with responsibility.

It’s largely about curiosity and the courage to try new technology, even when it requires thinking differently than before. No one can afford to sit still in this fast-paced industry.

Even though technology plays a bigger role than ever, it’s still the classic values that hold us together—passion, aesthetics, and creating something that genuinely feels awesome. That’s often what makes us unique.

At the same time, it gives us plenty of opportunities to experiment, especially because it’s much easier today to measure whether an idea makes business sense. So we embrace it fully. We’d rather test than do nothing. This applies both to marketing and to the business as a whole, where the ability to turn ideas into action quickly is absolutely critical.”

What are your ambitions for the next 3–5 years?

“I can answer that clearly and concisely: we aim to be a market leader, but not necessarily the biggest. We want to grow in the right areas.

For us, it’s not about volume, but about quality. The most important thing is that our customers feel at home in our universe and stay with us.

We have an international presence that we want to expand, but always with respect for our DNA, focusing on experience, service, and quality throughout. We’re not chasing growth for growth’s sake; we want to get even better at what we already do well.
In short: we aim to raise the bar every single time.”

You mentioned your app earlier. Can you tell us a bit more about it? It’s interesting that you haven’t just “moved your website into an app,” as we often see.

“You’re absolutely right and that was the point from the very beginning. This is our largest digital initiative to date. We’ve brought all our companies together into one universe, where customers can store their documents, sign agreements, and communicate directly with us.

At the same time, the app opens up access to events and exclusive experiences that are only available there, offering much more than just a digital service. We do need to get even better at telling this story, because the app is not just for existing customers. It’s also a way to invite new people into our universe and let them experience what we stand for.

It’s still new, but the reception has been excellent. Version 1.0 is live, and we’re already working on optimizing it and adding new features. We’ll probably never be completely finished, and that’s exactly what makes it exciting, because the app constantly evolves alongside our customers and their needs.”

How do you measure success in marketing?

“We measure everything. We work on two tracks, brand and leads. We report continuously and aren’t afraid to try new things. But we’re also not afraid to shut them down if they don’t work. The goal is to get the maximum return from our budgets.”

You come from the advertising world. What attracted you to the automotive industry?

“I wasn’t born a car guy, but I’ve always been fascinated by aesthetics and beautiful things. I’ve always been drawn to stories and the iconic. The automotive industry contains all of that and it also carries the mission of raising the bar. That applies from the level of our salespeople to every single campaign. We strive to be the best.”

What inspires you the most?

“Conversations. People. It could be athletes, creatives, or entrepreneurs. Many ideas start with a simple conversation. Curiosity is important and I’m also inspired by my own team. They’re young, talented, and understand technology at a level that constantly pushes us forward.”

This is the first part of our series on Selected Car Group. We explore the iconic automotive house in all its facets – from race cars and collector’s items to digital innovations and experiences that let customers truly feel more.

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Highland Park, the Scottish whisky distillery based in Kirkwall, Orkney – Scotland’s northernmost distillery – yesterday unveiled its latest release, Between You & I, in collaboration with none other than Swedish Michelin-starred chef Björn Frantzén.

The launch was celebrated in Stockholm at Frantzén’s own Brasserie Astoria, where guests from across the Nordic region were invited to an evening focused on much more than just tasting. Frantzén, already holding three Michelin stars, worked with Highland Park to translate his universe of culinary precision and Nordic aesthetics into a new way of experiencing whisky.

To dive deeper into the experience, we teamed up with one of Denmark’s leading whisky influencers, Mads Schytte – better known as @whiskytossen on Instagram, where nearly 200,000 followers follow his whisky journey.

We sat down with Mads to talk about the evening in Stockholm, his impressions of the collaboration between Highland Park and Frantzén, and how the whisky scene has evolved in recent years.

Björn Frantzén, the only chef in the world to hold three Michelin three-star restaurants

Photo: Mads Schytte (right), better known as Whiskytossen on Instagram

First, let’s introduce @whiskytossen. Who’s behind it?

“By day, I actually work in IT. I’m 44 and split my time between Aalborg and Copenhagen. My interest in whisky started quite early – I thought it looked so ‘grown-up’ when people ordered neat spirits. You knew what you wanted. I especially remember Macallan – those brands signaled that you knew your taste. I wanted to learn that too.

My debut was Chivas Regal 12 – my dad’s. It burned all the way down my throat, and I thought: I’ll never love this. But by chance, I got my hands on a Highland Park 25. My philosophy back then was that if it was old enough, it must be good. Not necessarily true – but this one tasted really good. And I thought: if whisky can taste like this… – I was sold. That’s where my real interest began.

About six years ago, I decided to share this passion. I felt there was a gap in Denmark for a whisky influencer who took it seriously but still had a sense of fun. That’s how @whiskytossen started – and later I also launched madogmonopolet.dk.

How would you place Highland Park on the whisky map? What kind of brand is it?

“Highland Park is a brand with deep, traditional roots. It was founded in 1798 by Magnus Eunson – a church beadle with a love for whisky. He supposedly hid bottles under the pulpit.

Their distillery is in a truly unique location: Kirkwall on the island of Mainland, the largest of the Orkney Islands, north of mainland Scotland.

This location gives them incredible opportunities for whisky maturation. They’re special because they appeal both to lovers of smoky whisky and those who prefer something lighter.”

We were in Stockholm to taste their new whisky, Between You & I. What did you think?

“If you forget everything around it and just focus on the whisky itself, I think it fits perfectly into their core range. It stands out from both the 15- and 18-year-olds – a bit of an outsider, actually.

It spent six years in Swedish oak, which I think is quite daring. I probably wouldn’t have dared it myself. Swedish oak has a lot of tannins, which can easily throw off the balance. But here, it works. It shows they really know what they’re doing – because once it goes wrong, you can’t fix it.”

Let’s talk about the presentation. What do you think about the collaboration with Björn Frantzén – and the Between You & I series in general?

“It’s bold. Highland Park dates back to the 1700s, so to collaborate with a top chef and bring whisky into a more gastronomic universe – that breaks traditions. And I love it.

Frantzén knows his aesthetic, and Highland Park knows its history. Together, they dare to say: ‘Forget everything you usually associate with whisky.’ It’s groundbreaking. They show that whisky doesn’t have to be heavy or stodgy. You can pair it with food. It makes good whisky more accessible. I also think that’s why this collaboration is so exciting.”

Who is the Between You & I series and this whisky aimed at?

“A much broader audience than you’d normally associate with whisky. Anyone with an interest in travel, food, or experiences can find something in it. It’s not just for the hardcore enthusiasts.

You could see that on Tuesday – they served the whisky in cocktails rather than the classic glasses. It really set the mood. It became an evening where everyone could participate. They removed the dustiness and made it modern.

I really like their approach: ‘Tell me what you feel – there are no wrong answers.’ It completely turned the evening upside down. I might have been one of the people who knew the most about whisky in the room – yet I still felt completely out of my element, in a good way. They created a real sense of community.”

How do you see the whisky scene developing in general?

“There’s no doubt that interest is growing – but I think a lot of it comes down to exclusivity. Many brands are going for older, more expensive bottles. There will always be a market for that.

But the skilled players approach it differently. They focus on experiences, collaborations, food, and design. It becomes more exclusive – but also more lively. Younger people might enjoy whisky in cocktails rather than neat – and that’s perfectly fine. You’re not just buying a bottle anymore; you’re buying into a brand. You see this in many industries, and whisky is no exception.”

And if you had to pick – what’s your Highland Park favorite?

“Highland Park 18 Year Old, without a doubt. It was the first – and the last – I tasted when I visited the Orkney Islands. It has won numerous awards, and for good reason. It’s a whisky that many people can enjoy – without having to empty their wallet,” concludes Mads Schytte.

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Danish fintech Flatpay continues its remarkable growth journey — now setting its sights on €1 billion ARR.

There’s no doubt that Flatpay is backing up its words with action. It’s rarely seen that a Danish company scales this fast. In just over three years, Flatpay has surpassed €100 million in annual recurring revenue (ARR) — and the ambitions don’t stop there.

On LinkedIn, CEO & Founder Sander Janca-Jensen shared the milestone:

“Flatpay is now a €100M+ ARR company and we’re just over three years in. This is such an incredible milestone, and I couldn’t be prouder of the team.

The speed at which we’ve reached this milestone puts us in the same league as, and even ahead of, some of the most admirable companies in the world.

Every day, the team works incredibly hard to do better, and we believe we’ve found our sweet spot: serving the merchants very few truly care about. But we do. We wake up every morning driven to do better for the SMBs of the world.”

The ambition going forward is clear:

“In the coming three years, we’ll 10x the business to become a €1B ARR company — where merchants get all their financial services and software from us.”

Onwards and upwards, as Janca-Jensen concluded his post.

Sander Janca-Jensen, CEO & Co-Founder at Flatpay

On dontt.dk, we’ve been closely following Flatpay’s journey — most recently in August, when they hit their latest milestone: reaching 1,000 employees in just three years.

Flatpay is undoubtedly one of Denmark’s most fast-growing companies — and currently one of Northern Europe’s fastest-scaling fintechs. In just a few years, the company has gone from an idea to handling payments worth billions of kroner, and it now serves over 20,000 customers.

In August, CEO and co-founder Sander Janca-Jensen spoke about Flatpay’s culture, which he sees as the company’s biggest growth driver:

“We’ve proven that when you bring together people who care about each other and about your customers, you can create something unique. Our employees are given responsibility from day one and the opportunity to grow with the company. It’s a culture we cherish, and one we believe can scale globally.”

Co-founder Rasmus Carlsen, responsible for marketing and brand, has also discussed building visibility and trust in an historically rigid industry: “Card payments aren’t just a transaction — they’re the heartbeat of your business.”
You can read the full interview [here].

Shortly before that interview, Flatpay raised €43 million — a funding round that significantly accelerated its expansion. Since then, the pace has only increased, with

Flatpay now targeting international growth: “This is just the beginning. We’re growing fast, but in a healthy way. Our formula is simple: the right people, freedom with responsibility, and an uncompromising focus on the customer’s needs. It’s brought us this far, and it will carry us even further,” concludes Sander Janca-Jensen.

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Danish fashion brand Ganni, which has established itself as a global success in recent years, is now reportedly up for sale. The decision comes from private equity firm L Catterton, which has been the majority owner since 2017, while founders Ditte and Nicolaj Reffstrup continue to hold a minority stake.

According to Børsen, which first reported the sale plans in September, investment bank Rothschild has been hired to lead the process – though the move has not yet been officially confirmed by Ganni or L Catterton.

Ditte og Nicolaj Reffstrup, Ganni founders

Ganni was originally acquired by L Catterton for approximately DKK 500 million in 2017. Since then, the brand has experienced significant growth and achieved a global breakthrough over several years, making it an attractive prospect for potential buyers, according to industry experts. L Catterton is one of the world’s largest consumer-focused private equity firms, with more than 200 completed brand investments. The firm was founded in 2016 as a partnership between Catterton, LVMH (Louis Vuitton Moët Hennessy), and Groupe Arnault. Its strategy typically involves acquiring companies, scaling them, and later selling them for a profit.

Founders Ditte and Nicolaj Reffstrup continue to play a central role in the sale process and, according to our sources, are key contributors throughout.

The numbers speak for themselves: Ganni’s revenue has long surpassed DKK 1 billion, with substantial profits sustained over several years. Based on these figures, the potential sale price is estimated at 10 to 15 times EBITDA, putting the company’s valuation in the region of DKK 2 billion.

Ganni has established a strong presence in international markets. The brand operates nearly 80 own stores and is sold through around 700 retailers worldwide, including 22 stores in the US and eight in China. This expansion has positioned Ganni as a global player, successfully entering key markets beyond Denmark.

In addition, Ganni plays a significant role in the sustainability agenda, notably through its Fabrics of the Future program, which focuses on innovative and environmentally friendly materials.

You can follow ongoing developments on dontt.dk.

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Back in February, Andel and F.C. Copenhagen announced a broad partnership covering several areas. Part of the deal was a significant commitment to FCK’s women’s team – where Andel now features on the shirts – but the agreement wasn’t only about football. A key element was also making Parken more sustainable, and that ambition is now taking shape.

Going forward, a large share of the electricity consumption at both Parken and the Lalandia resorts will be matched by power from Andel’s new solar park in Vedde, Midtjylland.

Jacob Lauesen, CEO of F.C. Copenhagen, explains:
“For F.C. Copenhagen, it is important to actively take part in the green transition, which is why we have partnered with Andel, Denmark’s leading energy company. We are proud to take this important step in optimizing the energy profile of our home ground. At the same time, we are helping to increase the production of renewable energy in Denmark – and hopefully, this can also inspire others.”

Jacob Lauesen, CEO at F.C. Copenhagen

The new solar park in Vedde has just been connected to the Danish power grid and consists of more than 180,000 panels spread across an area equivalent to about 151 football pitches. Through the agreement – a so-called Power Purchase Agreement – roughly half of Parken Sport & Entertainment’s annual electricity consumption will be covered. This applies both to F.C. Copenhagen’s home ground and the three Lalandia resorts.

Although all electricity is mixed in the national grid, the deal ensures that a significant share of the consumption is matched by solar power. In this way, Parken is helping to drive demand for renewable energy, making it possible to build even more green capacity in Denmark.

The partnership with Andel is part of F.C. Copenhagen’s ForKBH initiative, which aims to strengthen the club’s social engagement and contribution to the capital.

Charging stations have already been installed around Parken, making it home to the largest EV charging hub of any Danish venue. Additional energy-optimization initiatives are expected to follow in the near future.

Beyond generating electricity, Andel has worked to make the solar park more than just rows of panels. The Vedde site now includes about seven kilometers of walking trails, a viewing tower, and new planting around the facility. The goal has been to give something back to the local community – and it seems to have succeeded.

Henrik Bo Christensen, who lives right next to the solar park in Vedde, told Danish broadcaster DR:
“You’re skeptical at first, because you don’t really know what it will mean. You wonder – how close will it be? Will it be noisy? I had a lot of concerns.”

But his impression has changed after the process and Andel’s communication:
“Much of the fear I had has proven to be unfounded.”

Good neighborly relations are always worth striving for. Just ask the people of Østerbro and the residents of Brumleby – but that’s a different story.

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Sebago, the American-Italian brand founded in 1946 and best known for its iconic boat shoes and classic loafers, was in the spotlight last week. Today, the brand is focused on connecting its heritage with a modern lifestyle – a mission that was front and center during a recent visit to Copenhagen by Sebago’s creative director, Marco Tamponi.

Over a lunch, Tamponi presented this year’s Sebago book, which has become an important and popular tool for showcasing the brand. He also shared the next chapter of the Sebago Yacht Club – a project that has grown over the past few years from a social media community into an international network of iconic locations, collaborations, and people who share the same passion.

Marco Tamponi, Creative Director at Sebago

Launched three years ago as a digital community, the Sebago Yacht Club has since moved into the real world – a trend a few brands in Denmark have also successfully embraced. Everyone wants it, but few manage to pull it off.

Today, the Sebago Yacht Club includes collaborations with some of Europe’s most historic restaurants, wine bars, and beach clubs. The common thread is authenticity, quality, and a distinctive atmosphere. Here are a few examples, as Marco Tamponi shared.

In Italy, Bagni Fiore on Paraggi Bay has joined the club, where staff wear Sebago uniforms, including polos, sunglasses, and the iconic Portland shoes. In Milan, Pasticceria Cucchi received a special version of Sebago’s Dan penny loafer – featuring an imprint of the patisserie’s façade and the city’s legendary panettone. In Verona, the historic Antica Bottega del Vino collaborates with Sebago, where staff wear exclusive orange leather loafers. From the wine bar Hijos de Javier in Barcelona to the restaurant boat Riviera Fuga in Paris, Sebago has designed both shoes and uniforms for staff for the summer 2024 season.

All of these stories are collected in Sebago’s annual book – a kind of yearbook that not only showcases the collections but also documents the people and places the brand collaborates with. It serves as a cultural statement, underlining Sebago’s ambition to be more than just shoes. Marco also shared that the book’s print run has doubled since the last edition.

During his visit to Copenhagen, Marco reflected on how the city fits into this mission: a region that, like Sebago, combines functionality, quality, and a relaxed approach to style.

In addition to these collaborations, Sebago is also launching new models as part of the Yacht Club universe. This includes the Hurricane sneaker, a modern reinterpretation of the brand’s maritime DNA, as well as new versions of the classic loafers in special designs.

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From long days at Copenhagen Business School and working at a law firm to building an international company present in more than 40 countries — that’s the journey of William Friis and Scanovus. The idea came when Friis realized how much time a simple task like ironing could steal from an already busy schedule. Why not create a smarter solution that saves time and makes everyday life easier?

That question sparked the launch of Scanovus and its first automatic ironing machine. Since then, the company has grown at remarkable speed and is now opening a U.S. warehouse to get closer to its customers. Throughout the journey, one philosophy has remained unchanged: never accept the status quo.

In this interview, William Friis shares how he turned an idea into reality, the countless prototypes that paved the way, and the social media breakthrough that propelled Scanovus into the global spotlight. He also reflects on where the company is headed in the next five years — and why its core mission will always be about giving people back their most valuable resource: time.

William Friis, Founder at Scanovus

William, what was the idea behind Scanovus, and how did it all begin?

“The idea came while I was studying at Copenhagen Business School and working at a law firm, where wearing a freshly pressed shirt was part of the daily routine. I quickly realized just how much time such a seemingly small task could consume. Setting up the ironing board, waiting for the iron to heat, and wrestling with wrinkles felt unnecessarily complicated and time-consuming — especially when my schedule was already packed with studies, work, and a social life.

That’s when it struck me: why not build a machine that could do it for me? The inspiration came from the techniques used at dry cleaners, but my ambition was to create a smaller, more user-friendly solution for the home. That became the starting point for Scanovus and our very first automatic ironing machine.”

What does the process look like when developing a new product — from concept to ready-for-shelf reality?

“We operate under a very clear philosophy: we never accept the status quo. Our bestseller, the Automatic Iron 3.0, is the result of five years of continuous improvement.

I’m not an engineer, but I know exactly how the final product should work for the user. That’s why the process is a close collaboration between our team, skilled engineers, and the production team. It can be a long and demanding journey, often involving testing prototypes, tearing them apart, and starting over. Typically, it takes 6–12 months before we can hold a finished product that we are fully satisfied with.

Just a few weeks ago, I visited our factories in China to review new prototypes and brainstorm with our partners. These are intense days filled with exchanging ideas, sketches, and concepts — and sometimes completely turning everything upside down. It’s challenging work, but it’s exactly this effort that allows us to deliver products we are proud of and that truly raise the standard.

We don’t develop products just to optimize features. At Scanovus, the core mission is to give people time back. Today, time is one of the most valuable resources — and paradoxically, often the one we have the least of. That’s why we always ask ourselves: does this product free up time for the user? If the answer isn’t a clear yes, we go back to the drawing board.”

What’s the status? How’s it going?

“It’s going really well, but it has also been intense. In just a few years, we’ve expanded from Denmark to more than 40 countries. Demand continues to grow, and in 2025 we’ve repeatedly experienced products selling out before they even reached our warehouses.

This growth has forced us to rethink our business from A to Z. We’ve had to scale up production, optimize logistics, and expand with new warehouses. We’re now opening a warehouse in the U.S., an important step that brings us closer to customers there and allows for even faster delivery. Our growth is driven by international markets, which means we constantly have to think globally and invest in solutions that can keep up with demand.

One of the things I’m most proud of is that we’ve maintained our customer service throughout this journey. Rapid growth has meant far more inquiries and intense pressure, requiring countless hours, tremendous effort, and a dedicated team. Yet we’ve never compromised on our goal: that every customer should receive service that is personal, efficient, and leaves a positive impression of both the experience and the brand. I’m particularly proud that we haven’t just maintained this level, but have actually strengthened it along the way.”

Who are your typical customers?

“Many people probably picture our classic profile: a man in his 30s or 40s who wears a shirt daily and has a busy schedule. In reality, our customer base is much broader.

We see families where the machine eases the burden of everyday chores. We see young people, like I was back then, who find ironing an overwhelming task in a hectic life. We have older customers who appreciate being able to manage ironing without physical effort. And we have many women who both use the product themselves and buy it as a gift.

For me, this shows that it’s not just about shirts. It’s about eliminating a time-consuming task and making everyday life a bit easier. When customers tell us they’ve started wearing shirts again because we’ve made it simple, I know we’ve hit something important.

You’ve experienced huge success on social media. Was that part of your strategy from the start?

“No, actually not. For a long time, we struggled to find our path on social media. We spent nearly four years experimenting with different formats without much breakthrough.

Everything changed when we started posting simple, handheld videos showing the product in use. Nothing staged — just real. It resonated with people because they could relate to both the problem and the solution.

Within a few months, we grew from about 2,000 followers to nearly 140,000. One of our first viral videos now has over 26 million views and more than 700,000 likes. I still remember the feeling of seeing traffic explode on our webshop. It was a turning point for us.

But although it may look like an ‘overnight success’ from the outside, the truth is that it’s built on five years of persistent work. Many trials, many mistakes, many hours. The organic growth we see today is the result of never giving up.

Looking five years ahead, where do you see Scanovus?

“In five years, I see Scanovus as an internationally recognized brand found in over a million homes. We will have a broader portfolio of smart household products and be known as the company that makes everyday life easier.

Our mission will remain the same: giving people back their time. If we can continue developing products that free up time for family, experiences, and what matters most, I’m convinced we can go much further than we can imagine today.”

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The Macallan is at once historic and modern. While the distillery draws on more than 200 years of tradition, it remains celebrated for its innovation and vision. What makes The Macallan truly fascinating is its ability to unite product development, marketing, and communication—while forming world-class partnerships across industries. Drawing inspiration from a company that has proven its worth for two centuries is almost inevitable. After all, anyone can make an impact in a single season—but doing so for 200 years requires something truly exceptional.

Now, that tradition of collaboration continues.

The Macallan has unveiled the latest release in its annual Harmony Collection—a limited edition single malt created in partnership with the British luxury tea brand JING. The release, Inspired by Phoenix Honey Orchid Tea, celebrates both The Macallan’s single malt heritage and JING’s exclusive single garden teas.

The whisky is inspired by the rare Phoenix Honey Orchid tea from Guangdong, China—an aromatic oolong with notes reminiscent of dessert wine and exotic fruits. It is predominantly matured in sherry-seasoned American oak casks, complemented by European oak and a subtle proportion of bourbon casks. The result is a rich flavor profile layered with peach, apricot, floral honey, tropical fruits, caramel, and sweet oak.

The whisky is inspired by the rare Phoenix Honey Orchid tea from Guangdong, China—an aromatic oolong with notes reminiscent of dessert wine and exotic fruits. It is predominantly matured in sherry-seasoned American oak casks, complemented by European oak and a subtle proportion of bourbon casks. The palate reveals layers of peach, apricot, floral honey, tropical fruits, caramel, and sweet oak.

Jaume Ferras, Creative Director at The Macallan, says:

“Our collaboration with JING celebrates the many parallels between whisky and tea—two crafts deeply rooted in nature, tradition, and time. Working with JING has allowed us to explore new dimensions of flavor and storytelling, creating a whisky that is both innovative and intimately connected to its origins.”

Melanie Tricklebank, CEO of JING, adds:

“At JING, we draw inspiration from the unique origins and craftsmanship behind each tea. It is a pleasure to collaborate with such an exceptional brand and to see how The Macallan embraces the quality and artistry our tea producers represent—those who drive our mission to redefine what tea can be. This partnership with The Macallan is a true meeting of minds and traditions.”

The Macallan Harmony Collection is an annual limited edition release, with packaging always crafted from sustainable materials. This year, the presentation box is made from recycled tea leaves.

This approach reflects a philosophy of creating beauty from resources that have reached the end of their natural lifecycle.

Previous releases have included collaborations with Cirque du Soleil, the Roca brothers, and Stella & Mary McCartney. With Inspired by Phoenix Honey Orchid Tea, The Macallan continues its tradition of combining iconic craftsmanship with bold, inspiring partnerships.

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At dontt.dk, we’ve followed Hairlust closely from the very beginning. Back in 2021, we spoke with Rasmus Serup about the company’s ambitions. At the time, he said Hairlust aimed to establish a strong presence in 30 different countries. Bold words for such a young brand — but they became reality.

Hairlust was founded in 2017 by the Danish duo Sofie Jalk Tidemand and Rasmus Serup, both in their early twenties when they returned home to Denmark.

They started with just a single product: a hair supplement, and it took off from day one. The product was strong, and they already had the “key” to scaling it successfully. Today, they develop and sell a wide range of hair products, primarily produced in Denmark, with a focus on natural hair care and styling. In just five years, Hairlust has generated — yes, generated — a profit of 45 million DKK.

Since then, Hairlust has grown into one of Denmark’s most successful beauty brands, with international reach, a strong B Corp certification, and a clear identity in the global shift toward natural beauty.

Now, the company is taking its next step. The international group The Organic Consumer Group (TOCG) has acquired 100% of Hairlust. With this acquisition, TOCG adds another fast-growing brand to its portfolio — while providing Hairlust with a platform to unlock its full global potential.

The management team and employees will continue to operate out of Denmark, and co-founders Rasmus Serup and Sofie Jalk Tidemand are reinvesting part of the proceeds back into TOCG.

Rasmus Serup, CEO and Co-founder of Hairlust, gives insight into the sale process to dontt.dk:

“When Sofie and I started Hairlust eight years ago, it was a bit of a hobby project, and we had no prior experience running our own business. We learned as we went, but as a small company, it was challenging to attract top-level talent and the right profiles. We’ve long felt the need to be part of something bigger, bringing in new perspectives and expertise. The decision to sell has matured over the past couple of years, as we’ve had many productive conversations with potential buyers. At its core, it’s about taking Hairlust to the next level and realizing its full potential.”

Rasmus continues on the new owners:

“We are incredibly excited to join TOCG and proud to become part of a group of strong international brands that share our passion for natural and sustainable beauty. With TOCG behind us, we gain access to new resources, knowledge, and networks that will help Hairlust flourish to its full potential. We see TOCG as the perfect partner to help us take Hairlust to the next level — together.”

Rasmus Serup & Sofie Jalk Tidemand – Founders, Hairlust.

The Organic Consumer Group (TOCG) was founded in 2022 with a clear mission: to become one of Europe’s leading players in natural beauty. The group already owns brands such as La Saponaria and Dr Organic, all sharing key traits like an organic focus, B Corp certification, and a dedication to “clean beauty.”

Henri Vindevogel, President and Co-founder of TOCG, says:
“We are thrilled to welcome Hairlust to the TOCG family and look forward to supporting the team through the next phase of growth. This long-term partnership will not only strengthen our D2C capabilities but also add a segment with significant potential in natural hair care to our portfolio.”

An Driessens, CEO of TOCG, adds:
“This acquisition marks another important milestone in our ambitious growth strategy. We warmly welcome the Hairlust team to TOCG and look forward to working closely together to scale the brand and expand its international presence. With this step, TOCG’s revenue will exceed €60 million, bringing us closer to our goal of becoming a leading player in natural beauty across Europe.”

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The last time we spoke with Nicoline Roth was back in February, when she and the team behind Nordic Strong were deep in preparations for their biggest adventure yet: New York. The plan was to introduce their unique concept, The Nordic Trainer – a machine rooted in Nordic training principles – to one of the world’s most competitive fitness markets.

Now, just months later, they are on the verge of opening their first U.S. studio, right in the heart of New York’s Flatiron District – long considered the epicenter of boutique fitness and wellness.

Alongside the opening, Nicoline also shares a major announcement: Nordic Strong is rebranding to NRTHRN Strong as part of a global strategy.

We spoke with co-founder Nicoline Roth, now of NRTHRN Strong.

Nicoline Roth, Co-founder NRTHRN Strong.

Nicoline, the opening is just around the corner. What does the final stretch look like?

“We’re in the middle of putting the finishing touches on the studio while also planning a series of events leading up to our official opening on October 8. I’m an ambassador for On, so our very first event will be in collaboration with them – a brand that feels like the most natural fit to kick things off with. We’re bringing together On’s U.S. ambassadors for a short run, which we’ll wrap up with a session in the studio. Beyond that, we have several exciting events lined up to build energy and awareness around the opening. Of course, there are a lot of details to handle at this stage, but I actually feel we’re in a really good place. And we’ve been fortunate not to run into any major delays during the build-out.”

How has the response from New Yorkers been to your pop-up?

“The feedback has been overwhelmingly positive. We’ve welcomed a broad mix of people – both locals from the Hamptons and New Yorkers who stopped by throughout the summer. I’ve seen a lot of curiosity and strong support for a completely new and different concept. Our pop-up has been the perfect way to introduce ourselves and has given us a strong springboard for the opening of our first New York studio.”

What has surprised you the most in encountering the U.S. fitness industry?

“It hasn’t really come as a surprise, because I sensed it even before we started here, but I’m still deeply impressed by the incredible support and openness toward new initiatives. Americans are truly great at rallying behind new ventures. They’re also very generous in creating connections and introducing you to new people. As a new company, being met with that warmth and openness means the world – and it’s something I’m extremely grateful for.”

You’ve decided to rebrand as NRTHRN Strong ahead of the opening – why?

“The name NRTHRN Strong is a natural step in our journey toward becoming a global brand. We felt this was the right moment to evolve into a more universal and distinctive identity. NRTHRN Strong still reflects our Scandinavian heritage, but it also resonates with a global audience as we prepare to expand internationally. At the same time, the name embodies the unique concept we are bringing to the market.”

What does NRTHRN Strong stand for?

“NRTHRN Strong stands for Northern Strong. The name is inspired by the strength, simplicity, and resilience we associate with the Nordic region. It points back to our roots in Copenhagen while also sending a clear signal of a brand designed to bring people together across borders.”

Will the brand continue to carry its Scandinavian influence?

“Absolutely. Scandinavian design and philosophy remain at the core of everything we do: simple, disciplined, and holistic. The new name allows us to stay true to those roots while reaching out to a broader audience.”

How does your everyday life look right now – balancing Denmark, the US, and preparations for the opening?
“My days are intense – they start early and end late. I’m often in touch with the team in Copenhagen as early as 6–7 in the morning, and from there the day continues with work at the New York studio, meetings, and planning. It’s demanding, but I love every minute of it. The energy of building something across two continents at the same time is truly unique, and I feel privileged to live this journey.”

And what about the studio back home?
“My siblings are running it, and they’ve really stepped up and taken full responsibility. Of course, there was a transition period where we had to establish the right structure, but they’re doing a fantastic job. The studio continues in the same spirit and with the same family-driven atmosphere it has always had – and it means a lot to me to know that our members back home are in good hands.”

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