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Over the past few weeks, we’ve followed JOE & THE JUICE’s rapid global expansion. The company is now closing in on 500 stores worldwide, a milestone on the way toward its ambition of 1,000 locations by 2028.

This growth has recently been supported by a new investor, injecting DKK 320 million into the business. The announcement came alongside the presentation of the company’s latest annual results. (Read more here)

Yet the home market remains as important as ever for JOE & THE JUICE. Last year saw the opening of House11 in central Copenhagen, and the next major investment in its hometown is now ready to launch — a specially developed concept designed for airport environments.

Photo: Michael Clausen from Copenhagen Airport (left) and an illustration of the pink airplane from JOE & THE JUICE’s new store concept (right).

The interior combines Danish design furniture with a relaxed lounge atmosphere and a series of bespoke elements spread across nearly 300 square metres. The store is designed to handle heavy passenger traffic and a constant high pace. To ensure an efficient flow, 11 self-service units have been integrated, allowing travellers to quickly pick up their order on the go or enjoy it in a lively setting before departure.

Frederik Holch Schmidt, Country Director Denmark at JOE & THE JUICE, says:

“We wanted to create a space that works with the pace of an international airport, while still carrying the energy that defines JOE & THE JUICE. With more space and a different approach to design than our other locations, we’ve been able to think bigger in both expression and atmosphere. The store meets different needs and gives passengers the signature JOE experience to take with them on their journey.”

Michael Clausen, Director of the Shopping Centre at Copenhagen Airport, is equally enthusiastic about the collaboration.
He says:

“Our long-standing partnership with JOE & THE JUICE is built on a shared ambition to continuously elevate the passenger experience. It means a great deal to us to open a flagship store developed specifically for our environment. With a new design, high-quality materials, and distinctive features — including a pink aircraft breaking through the wall — the store becomes an experience in itself, while also offering travellers a small taste of Copenhagen to take with them on their journey.”

JOE & THE JUICE has been part of Copenhagen Airport since 2009. From Friday, when the new store opens, it will operate five locations within the airport.

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“Holger, I need a bin for my salon. Can you make one for me?”

This is how the story of the Danish design brand Vipp began. It takes us back to 1939, when hairdresser Marie Nielsen asked her husband, Holger Nielsen, that very question.

This became the very first Vipp bin, and through Marie’s salon, further requests soon followed. Before long, the bin was found in Danish medical and dental clinics, and from there its development gathered pace.

Today, it is a piece of Danish design history, and Vipp now produces a wide range of recognised products.

The icon remains the bin, with very little changed over time. In 1992, when Jette Egelund, daughter of Marie and Holger, took over the company, the lid was refined. But she also reshaped the mission together with her children: Holger’s design should now also belong in private homes.

She introduced the bin to some of Scandinavia’s leading furniture and design stores, and today Vipp is an internationally recognised brand sold worldwide.

More than 80 years after Holger delivered his first bin to Marie, Vipp remains family-owned and operated. For many years, their son Kasper Egelund served as CEO, and today he is brand director, following the recent appointment of Morten Woldum as CEO. Woldum has been with the company since 2010.

And so we arrive at the actual news.

Vipp has never lost sight of its origins. In a new collaboration with Copenhagen-based salon group HENRI, the brand relaunches its iconic pedal bin in a limited edition, symbolically returning it to where it all began.

On the left is Marie’s salon, where the story of Vipp began with the first pedal bin in 1939.

The collaboration also points to a meeting between two Copenhagen-based brands with an eye for craftsmanship and aesthetics. Since its founding in 2014, HENRI has developed from a modern men’s hair salon into a universe with eight locations across Copenhagen and its own product line.

The new edition is finished in Henri Teal, a muted blue-green shade developed in collaboration between Vipp and HENRI.

As Jette Egelund tells Vipp’s own channels:

“If you go back to the beginning, Vipp started in a salon. My father originally made the first pedal bin for my mother’s hairdressing salon. For decades, his bins were primarily used by professionals such as doctors, dentists and hairdressers, before finding their way into private homes. Bringing the bin back into a salon context feels like closing the circle.”

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It is far from a given. The global fashion and textile market remains under pressure. Yet Denmark’s Les Deux continues to move in the opposite direction.

The Copenhagen-based lifestyle brand closes 2025 with revenue growth of 13 per cent, marking its 14th consecutive year of growth.

Profit before tax reached €8.68m, while gross profit rose to €16.04m and equity increased to €17.94m, underlining a year of strong performance, even as the company continues to invest in its future.

In recent years, Les Deux has focused on working more directly with its markets. In practice, this means fewer agents and greater control over its own sales. Regions such as Benelux, Switzerland and Greece have recently been brought in-house.

At the same time, the brand has expanded its physical footprint. More than 250 new retail partners have been added globally, alongside new showrooms in London and Amsterdam. An international flagship store in Paris further strengthens its presence. We covered that launch in a previous piece.

Looking ahead, Les Deux expects continued double-digit growth in 2026, with a pre-tax profit in the range of €10.0–11.4m.

In connection with the results, we sat down with co-founder and CEO Kristoffer Haapanen.

LD Co-Founders: Andreas von der Heide & Kristoffer Haapanen

Kristoffer, 14 consecutive years of growth – the numbers speak for themselves. But where does Les Deux stand as a brand in 2026?

“Anno 2026, Les Deux is no longer just a Danish clothing brand with a good story, but an international brand with a clear identity and a very strong foundation. We have managed to stay true to our core while scaling globally, particularly across Europe and North America.

We have added another layer to a journey as a strong, community-driven brand with a focus on relevance in everything we do.”

The broader market remains under significant pressure, yet you have consistently found your own way. How much do intuition and data respectively influence your decisions?

“For us, it is not an either-or, but a deliberate interplay. Data provides direction and clarity. It helps us understand our customers, optimise our assortment and react quickly to changes in the market, but data can only tell us what has happened, not necessarily what comes next.

This is where intuition comes in, and as our brand is built on a creative approach, that part cannot be fully formalised, and it is often what makes the difference when we make more forward-looking decisions.”

What has been the most important value for you to hold on to along the way?

“From the very beginning, it has been essential for us to build something that feels authentic – in our products, our storytelling, and the way we run the business. We have been very intentional about staying true to who we are and what we stand for. That applies to everything from our aesthetic to the way we communicate and the communities we build around the brand. Authenticity creates trust, and trust creates long-term value.

You could also say that we hold on to what might be considered ‘old’ values, local initiatives, offline collections, in-person visits and conversations. Perhaps old, but good values, if you ask me.”

What is the next level for Les Deux? What are you aiming for now?

“We have always had an endless drive to do more, and that is no different going forward. 2026 has started with continued double-digit growth, and I am very excited about the future, which holds even more interesting partnerships at an even higher level than before. I cannot reveal everything just yet, but there are plenty of good reasons to keep following along.

We continue to develop our community thinking, with new initiatives aimed at making it even more attractive to visit local stores. Last year we were proud to be behind the renovation of a basketball court in Copenhagen, and I can already reveal that we are working on another project in a rather unique location.”

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Earlier this month, it became clear that Joe & The Juice is approaching another milestone. The Danish chain now operates 488 stores globally, edging closer to the 500 mark. In the first quarter of 2026 alone, 19 new locations were opened, while the ambition of reaching 1,000 stores by 2028 remains firmly in place.

This week, the company released its 2025 annual report, and the direction remains consistent: upwards.

Revenue increased by 16.5% to USD 520 million, while operating profit (EBIT) rose by 19% to USD 32 million. According to the company, growth has been driven by both continued store expansion and strong performance in existing locations, with increasing footfall and a brand that is becoming more embedded in everyday consumer routines. For 2026, the company expects revenue growth of a further 10–15%.

But the most notable development lies elsewhere.

Joe & The Juice has brought in a new strategic investor. The Abu Dhabi-based investment firm Emirates International Investment Company (EIIC), part of National Holding Group, has entered the company in a transaction valuing the chain at USD 1.8 billion.

EIIC has invested approximately USD 50 million into the business, capital that will be used to further accelerate international expansion and continued development of the company.

“The funds will be used to support our continued growth, including the opening of new stores globally as well as the further development of the business,” says Rune Chrøis, Head of Communications at Joe & The Juice.

The timing is noteworthy. Several international outlets have pointed to the company’s majority owner, General Atlantic, exploring a potential IPO, with valuations reportedly approaching USD 2.2 billion.

In other words, Joe & The Juice is not only expanding its global footprint, but also entering a financial phase where both valuation and ownership structure appear to be in motion.

Continued coverage on dontt.dk

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The Danish fashion brand Ganni, which in recent years has established itself as a global success, is once again changing leadership at the top.

After just two years, Laura du Rusquec has stepped down as CEO. Her departure follows a period in which the brand has expanded its Paris footprint with a French headquarters and taken on a more visible role on the official Paris Fashion Week calendar.

Du Rusquec joined Ganni in April 2024, bringing experience from the Kering group (Gucci) as well as a senior role at Balenciaga.

At the same time, it remains an open secret that the Danish fashion darling is still up for sale.

Hans Hoegstedt

Rothschild & Co has been appointed to oversee the search for a new owner on behalf of majority shareholder L Catterton, which has held its stake since 2017. According to our information, a transaction may not be far off.

Ganni says the new appointment is a temporary arrangement.

The role has been given to Hans Hoegstedt, who brings a broad leadership profile with experience across energy, industry and fashion. He was previously CEO of Italy’s Miroglio Fashion and the design company Tom Dixon, and began his career in brand management at The Coca-Cola Company.

He has also worked closely with private equity firms and been involved in major transformation and IPO processes.

Hoegstedt steps into a structure where Ditte Reffstrup retains creative responsibility from the Copenhagen headquarters, while Nicolaj Reffstrup remains active in the company’s development.

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Rains continues to build on its international momentum, opening its first-ever flagship store in Asia this week — located in the sought-after HKRI Taikoo Hui in Shanghai.

The development spans more than 320,000 sq m and extends well beyond retail, housing offices and two hotels alongside the shopping centre. It brings together some of the world’s leading brands and concepts, from Louis Vuitton installations to Zegna cafés and stands as one of the city’s most premium retail destinations.

Daniel Brix Hesselager and Philip Lotko cut the ribbon in Shanghai.

HKRI Taikoo Hui, Shanghai

But first, a bit of context.

When we last covered Rains towards the end of last year, the brand was in the midst of a broader transformation. The shift marked a move away from a traditional wholesale model towards a 360-degree retail approach — spanning everything from assortment and logistics to store concepts and the overall customer journey. Two main seasons were expanded into four, with 12 annual drops designed to create ongoing curiosity and bring the brand closer to its customers.

At the time, Daniel Brix Hesselager said:

“We are expanding from primarily outerwear and bags into a full lifestyle universe, including ready-to-wear, home decor, footwear, skiwear and activewear. We want to give customers the opportunity to go deeper into the Rains universe. We are moving from two main seasons to four seasons and 12 deliveries a year, with monthly drops.”

And there is, clearly, action behind the words.

One of the most tangible moves is this week’s opening at HKRI Taikoo Hui in Shanghai. The new 148 sq m store is conceived as an experience in itself.

Co-founders Daniel Brix Hesselager and Philip Lotko were both present at the opening, cutting the ribbon in front of press and a large group of Rains customers.

You can read more about Rains here:
Rains rolls out new retail concept: “Only an owner can take that responsibility”

Photo: The iconic Louis Vuitton store at HKRI Taikoo Hui.

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Conversation with Raymond Cloosterman, CEO & Founder, Rituals

In just 25 years, Rituals has grown from a basement start-up in Amsterdam into a global business with 1,500 standalone stores and a presence in 33 countries. In 2025, the company reported revenues of nearly €2.5 billion and an EBITDA of around €550 million, placing it among the fastest-growing brands in the global beauty industry.

Yet for Raymond Cloosterman, it has never been solely about products. “It was never just a product idea,” as he puts it.

Today, Rituals has committed to allocating part of its profits to supporting the mental wellbeing of millions of young people, just one element of a broader ambition to create meaningful, positive impact.

In connection with a major relaunch, we met Raymond Cloosterman in Amsterdam for a conversation about the journey, the responsibility, and what continues to drive him today.

Raymond Cloosterman, CEO & Founder, Rituals

Raymond, Looking back, can you remember the vision you dreamed of for Rituals when you started 25 years ago?

“Yes, I still remember it very clearly, because it was never just a product idea. It was a belief about how people want to live. I wanted to build a brand that could help people slow down and rediscover meaning in the smallest moments of their day.

I was lucky enough to travel a lot because of my previous job, and I was inspired by ancient Asian traditions, but what stayed with me most was something universal. Happiness and wellbeing are not found in one big life change. They are created through small rituals that you repeat every day.

From the start, I wanted Rituals to be a complete world of experience. The fragrance, the texture, the design and the service had to work together. A store should feel like stepping out of the rush and into a calmer space, even if you only have a few minutes. And I wanted it to be accessible. Premium in experience, but not exclusive in attitude.

If you ask me what the vision was in one sentence, it is still the same today. We are not here to sell you beauty. We are here to make you feel good. We call it feelgood luxury.”

How important is it for you to preserve some form of the original start up spirit at Rituals?

“It is absolutely essential, I believe that spirit is what keeps a company alive. We should protect this culture at any sake. When you are small, you are naturally close to the customer. You listen more carefully, you move faster, and you feel every detail. When you grow, you risk replacing that with distance and routine. So, preserving the start-up spirit is really about protecting a mindset. It means staying curious and never assuming you have it all figured out.

For me, it also means keeping the business connected to the store floor. That is where the magic happens. It is where you see what customers respond to, and what they expect, where you feel the energy of the teams, and where you notice immediately when something is not good enough. It is also why innovation matters so much. Not innovation as a buzzword, innovation is a habit. If you keep creating, improving and refining, you stay relevant. If you stop, you become predictable. The goal is to grow but to keep the start-up mentality and culture. You can build structure and discipline, but you should never lose the hunger and the creativity that made the brand special in the first place.”

What has been your most important leadership principle over the years?

“Stay true to your brand’s philosophy and lead with purpose. Leadership isn’t just about growth or profit, but about building something meaningful and consistent. A few key ideas behind this principle. I believe in sticking to the core vision of Rituals, transforming everyday routines into meaningful moments, rather than chasing short-term market trends.

Also, strong company culture and values are central. Leadership is creating an environment where people feel connected to the mission. Lastly, Rituals isn’t just selling products, it’s selling an experience and a mindset. That requires to think beyond transactions, to build a brand with a soul, not just a business.”

Where do you continuously find the drive and energy to lead Rituals at the forefront of the industry?

“My energy comes from our purpose, building a brand that adds meaning to people’s daily lives. As long as we keep evolving, innovating, and staying true to that mission, the drive comes naturally.

I also get energy from learning and from the responsibility that comes with scale. When you become a bigger player, you no longer have the ‘luxury’ of saying, “We are too small to make a difference.” You have power and you have the ability to help move standards in the industry in the right direction. For me, sustainability becomes very concrete there.

It is the daily work of making better choices in packaging, reducing unnecessary materials, improving recyclability, increasing our refill collection, and constantly challenging ourselves to do more with less, without compromising on the experience our customers expect. These are not headline moments. They are thousands of decisions that, at our size, add up to real impact.

That is also why Profit Pledge matters to me. It is a commitment to link performance to positive impact, and to make sure that as we grow, we also give back and contribute in a meaningful way. It creates a deeper kind of motivation, because it connects ambition with values. It reminds us that leadership today is not only about staying ahead commercially. It is about using your success to help push things forward, and proving that growth and positive impact can, and should, go hand in hand.”

What do you see as Rituals next major milestone?

“It is about deepening what Rituals stands for and how we show up in people’s lives. We have proven that the concept can scale internationally. Now the opportunity is to make the wellbeing experience even more meaningful, even more consistent, and even more human, everywhere. To raise the bar and to become the most well-known wellbeing brand in the world.

That means continuing to elevate the store experience, because experience is our true product. It also means continuing to innovate in a way that feels relevant, so that small routines and rituals stay easy to integrate into daily life, and not something that only exists in a perfect world. And it means building the company responsibly, so that our growth comes with clear commitments and measurable progress. If we succeed, the milestone will not be a number.

It will be that Rituals becomes even more trusted and even more loved as a brand that genuinely helps people feel better in everyday life.”

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JOE & THE JUICE is on the verge of a significant milestone: the Danish chain now operates 488 stores worldwide and is fast approaching 500. In the first quarter of 2026 alone, it opened 19 new locations across the US, Central Europe, the UK, and the MENA region – from Los Angeles and New York to Brussels, Reading, Riyadh, and Dubai.

Back in February, we reported that JOE & THE JUICE, in partnership with one of Denmark’s wealthiest families, unveiled ambitious plans for India. This marks the brand’s first major strategic entry into Asia. The Aditya Birla Group, one of India’s largest conglomerates, has interests spanning textiles, cement, metals, telecommunications, finance, and foodservice. Founded in 1857, the group now maintains a global footprint with thousands of employees.

Read more here.

“Culture is not something you write on a wall. It’s something people build – year after year.”

That’s how key figures within the company often describe it.

As JOE & THE JUICE continues its rapid global expansion, the brand has also announced a significant internal development. Culture has always been central to how JOE & THE JUICE operates – and it will continue to be.

To formalize this focus, Philip “Pippo” Finsteen, known as Juicer #2 in the company’s history, has been appointed Chief Culture Officer.

Pippo has been with JOE from the very beginning and has played a pivotal role in shaping the culture that defines the brand today. With his new title, culture now has an official seat at the leadership table.

JOE & THE JUICE emphasizes that this is not about changing direction, but rather recognizing the enduring importance of culture – ensuring it remains a driving force as the chain grows worldwide.

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There’s more news from Danish payments firm Flatpay, which continues its meteoric rise. Since its founding in 2022, the company has surpassed a valuation of over DKK 12 billion, is approaching 2,000 employees, and maintains a growth trajectory few can match. Most recently, it secured an additional DKK 1.1 billion in new capital.

The momentum has now been further amplified with the appointment of one of Denmark’s most prominent business figures as chairman: Henrik Poulsen, current chairman of Carlsberg and Færch Group, and former chairman of Novo Nordisk.

All of this is happening at a strategic level, but don’t assume it comes at the expense of day-to-day operations.

Sander Janca-Jensen, CEO and co-founder of Flatpay, wrote on LinkedIn that March was an “all-time greatest” month.

He elaborates:

“We broke nearly every internal record, signed close to 9,000 new customers, and set new highs in Germany, France, Finland, the UK, and the Netherlands. At the same time, we rolled out a number of new features, for free and achieved a Net Promoter Score (NPS, a measure of customer satisfaction) of 64 for the product and 67 for customer support. For comparison, it took us 24 months to acquire the same number of customers we gained in March 2026 alone.”

Earlier, in an interview with dontt.dk, Sander emphasized that the company’s culture is its greatest asset: “Our culture is Flatpay’s strongest card.”

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

In February, Henrik Poulsen, chairman of Carlsberg and former chair of Novo Nordisk, was appointed as Flatpay’s new chairman. He sees significant potential in the company’s product and market strategy.

Read more here.

Henrik Poulsen, chairman of Flatpay

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French beer 1664 has just unveiled a new global campaign starring Robert Pattinson. The launch took place in London, where the internationally acclaimed actor was on hand to meet a select group of media from around the world.

He kicked things off with an informal Q&A that, despite the often polished nature of such events, felt surprisingly relaxed and genuinely engaging. Afterwards, he remained available for interviews.

Over the past decade, Robert Pattinson has established himself as one of the world’s most influential and commercially successful actors. Most will recognise him from roles in Twilight, The Batman, and Harry Potter.

Robert Pattinson

The campaign launches today, 1 April, and is built on a new global study from 1664.

Under the title “A Question of Good Taste”, 1664 explored perceptions of taste across Asia, Europe, and North America. The findings reveal a fascinating paradox:

• 83% believe they have good taste
• 87% say taste reflects who they are
• Yet only 31% agree on what “good taste” actually means

The research also highlights growing caution around expressing opinions publicly. In an era of online debate and cancel culture, many feel it can be risky to speak up – even though 77% believe society would benefit from more openness and honesty.

In the campaign film, directed by Brady Corbet, Robert Pattinson takes on three distinctly different roles: a modern minimalist, an avant-garde artist, and an eccentric older dandy.

Set in Paris, the film highlights just how subjective the notion of “good taste” truly is.

From the London event, where dontt.dk met Robert Pattinson

Robert Pattinson says:

“What really drew me to 1664 was the refreshing, strong sense of style and humour. I enjoyed playing characters with completely different identities and points of view, each convinced they’re right. Taste is such a personal thing – everyone thinks they’ve cracked it. The fun of the film is watching that certainty unravel and explore how subjective Good Taste really is.”

“We’re delighted to have explored how Good taste is one of culture’s most debated concepts with Robert Pattinson. What interested us in this process was not whether people agree, but how strongly they hold their own perspective,” says Seva Nikolaev, Global Vice-President for Premium Brands at Carlsberg, “1664 isn’t here to define taste, but to celebrate the confidence to stand by it. Good taste doesn’t need consensus — it demands conviction.”

More on the campaign, launching today, with Robert Pattinson coverage coming soon on dontt.dk

All three of Robert Pattinson’s personas, in one shot!

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