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Tivoli is the largest tourist attraction in the Nordics – and we are seeing an increasing number of visitors from around the world, especially the USA.”

That’s according to Tivoli’s CEO, Susanne Mørch Koch, as she comments on the release of the park’s half-year financial report.

In the first half of 2025, Tivoli welcomed 1.3 million visitors. More than one in three came from abroad, highlighting Tivoli’s status as a major international draw. Interest from the USA and Europe has grown in recent years, and the trend shows no sign of slowing.

Susanne Mørch Koch summarizes the first half of the year:

“It has been a great summer with many highlights and well-attended events. Tivoli opened for the summer season on April 4, two weeks later than in 2024 due to the later Easter. The summer has been marked by forecasts of unstable weather and significant rainfall.

This has affected both planning and spontaneous visits for many guests, as much of Tivoli’s operations are outdoors. Despite this, overall visitor numbers have met expectations. Altogether, 1.3 million guests visited Tivoli in the first half of the year, with roughly one in three visits coming from international visitors.”

Tivoli’s half-year report shows a loss, which is typical for the park’s first months of the year. Still, management maintains its 2025 expectations: revenue of around DKK 1.3 billion and a pre-tax profit of approximately DKK 130 million.

But numbers aren’t the only story at Tivoli right now. The park is undertaking its largest investment in recent history—the former Asia area—which is set to reopen in 2026 as a brand-new attraction zone featuring rides and culinary experiences.

Susanne Mørch Koch adds:

“Tivoli is the Nordic region’s largest tourist attraction and has seen increased visitors from Europe and especially the U.S. in recent years. This trend continued in the first half of 2025. Progress is on track with the ongoing investment in the new attraction area in the former Asia zone, the largest investment Tivoli has made in recent times, set to open in summer 2026. The area will offer new rides and dining experiences for all ages and tastes.

Additionally, more attractions are planned for the coming years to further strengthen Tivoli’s entertainment offerings. We now look forward to a well-attended late summer with many memorable guest experiences, and we are especially excited for Tivoli’s Garden and Flower Festival, opening at the end of August.”

The CEO and the Queen on Tivoli’s iconic Roller Coaster

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Danish brand Rains has hit a new revenue record and is steadily moving toward the billion-dollar mark. In 2024, the company reported a top line of DKK 721.5 million, with the ambition to double that to DKK 1.6 billion by 2027.

Amid this growth, co-founder Daniel Brix Hesselager is returning as CEO – a move aimed at injecting more entrepreneurial energy into the company.

He succeeds former Ecco CEO Steen Borgholm, who held the position at Rains for just two years.

When DetailWatch asked Daniel Brix Hesselager about the leadership change, he said:

“This reflects our desire to significantly reform the company. It requires fairly extensive structural changes, and I believe I am best positioned to make that happen, since it’s my own company,” he says.

He also commented on Rains’ internal entrepreneurial culture:

“We want to get back on an entrepreneurial path. And yes, he [the previous CEO] contributed to some extent. I’ve been involved with the company from the very beginning. But at this stage, it’s crucial to bring back the entrepreneurial element. Ultimately, there’s just a difference between having the owner or a professional CEO at the helm.”

Since its beginnings in a garage in Aarhus in 2012, Rains has grown into a global brand with 35 of its own stores and the majority of revenue coming from outside Denmark. In the summer of 2024 alone, nine new concept stores were opened – including locations in Tokyo and Seoul.

In recent years, the company has invested heavily in new employees, IT infrastructure, and a new headquarters – yet it has still managed double-digit profits over the past several years.

The two remaining co-founders of Rains: Philip Lotko (left) and Daniel Brix Hesselager (right).

The future of Rains will focus on expanding its own stores, strengthening its online presence, and building a stronger foothold in the U.S.—a market that has received increasing strategic attention.

As Daniel Brix Hesselager has previously explained:

“Our goal is 1.5 billion DKK in revenue by 2027. Some years we grow more than others, but we are confident in a long-term perspective,” he says.

When Rains started out in a garage, the ambition was far more modest:

“We didn’t set out to build a global company. The goal was simply to make a living.”

“Europe remains our foundation. But from an international perspective, we are still a small company. There’s a long way to go in the U.S. We’ve gained positive momentum, but we’re still not successful there. New York alone is two to three times the size of Denmark, so there’s still work to be done. It’s the same with Asia, which is also a completely new market,” he adds.

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“The first taste is free.” It’s a phrase you’ve probably heard many times, and it has always been part of Johan Bülow’s strategy for building his licorice empire. What started on the island of Bornholm with a single pot, a good idea—and countless hours of hard work—has grown into something much bigger.

Back in January, we reported that the Swedish investment firm Valedo Partners, which acquired 75% of Lakrids by Bülow in 2016, was considering selling the company. Now, the sale is official.

Today, a new chapter is being written in the story of Lakrids by Bülow. The popular Danish licorice brand has been acquired by the Chinese investment firm IDG Capital, which has previously invested in companies such as Acne Studios, Moncler, and FARFETCH.

Tue Mantoni, chairman of Lakrids by Bülow, wrote on LinkedIn:
“There were plenty of smart people who thought you couldn’t sell Lakrids abroad 🤓”

Since 2016, the company’s revenue has tripled. Germany is now its largest market, accounting for 36% of sales, while emerging markets such as the UK and the US are growing rapidly with significant future potential. E-commerce makes up 33% of revenue, and the company’s own retail stores account for 31%, meaning roughly two-thirds of sales are direct-to-consumer – impressive for a food business.

According to our sources, Tue Mantoni will step down as chairman in connection with the ownership change, which is typical for this type of transaction.

The deal is expected to be completed in autumn 2025 and requires regulatory approval.

We’ll be updating this article soon with additional comments.

IDG Capital is a Chinese investment and asset management firm, founded in 1992 in Boston with its headquarters in Beijing. It was the first global investment fund to establish a presence in China and has since played a central role in the country’s tech and venture capital ecosystem. IDG Capital focuses on venture capital, private equity, and mergers & acquisitions and currently manages around USD 23 billion in assets.

The firm has been an early investor in some of China’s most successful tech companies, including Baidu, Tencent, Xiaomi, Meituan, Pinduoduo, NIO, Pony.ai, Bilibili, and SHEIN.

IDG Capital was founded by Hugo Shong, who has also helped establish several media platforms in China and Vietnam. Shong is recognized as one of China’s most influential venture capitalists and played a key role in introducing venture capital to the country.

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In just a few years, Bareen has grown from a small, niche-focused webshop with a single t-shirt on the “shelf” into an established Danish fashion brand offering both lifestyle and sports collections.
This week marks a new milestone in their journey: the launch of their latest sports collection, designed for everyone from dedicated athletes to everyday fitness enthusiasts.

But the sports collection is only part of the story.
In recent years, Bareen has expanded beyond the digital space, now available in over 55 physical stores across Denmark.
At the same time, their ambitions are growing internationally, with the Netherlands and Belgium in their sights.

We spoke with Stephanie Bendixen Vollquartz, PR, Brand Activation & Community Manager at Bareen, about the thinking behind the new collection, the brand’s evolution, and their international aspirations.

Stephanie Bendixen Vollquartz (left)

Stephanie, you launched your new sports collection this week. What’s the idea behind it?

“It’s about optimizing what we’re already doing. We strive to constantly improve our products, while staying true to our DNA. Clean designs, a simple color palette, and apparel for all kinds of athletes and lifestyle enthusiasts. We make clothes that we ourselves want to train in.”

You mention that the collection is technical and sleek. Can you explain what you mean by “technical”?

*”In the beginning, our sportswear was mostly just a sporty take on our lifestyle designs. Now, we’re really focusing on functionality and the details that make a difference, no matter what sport you practice.

The collection connects to sport not just in its look, but also through the technical aspects of our new styles. Examples include pockets for gear and gels, an even greater focus on fabrics, and performance-driven design—like our race-ready pieces, including split shorts and tank singlets.”*

How has the collection been received?

“Very well! We’re thrilled to see how different communities are embracing our pieces, especially since some legacy brands have long dominated certain sports. At the same time, we’re seeing a strong overall growth in our sportswear sales, which is very welcome.”

It’s been a few years since you were “just” a simple t-shirt. How would you describe the brand today?

“Today, we are a brand with a broad range, offering both lifestyle and sportswear – we’ve truly evolved from a niche-focused e-commerce to a full-fledged fashion brand.

We focus on creating silhouettes that aren’t driven by short-lived trends, while ensuring quality is at the core of everything we do: from materials and craftsmanship to the overall customer experience. Bareen stands for quality, whether it’s sportswear, a hoodie, or a t-shirt you pick up in one of our stores.”

You started as a 100% online brand, but now you’re in more than 55 stores across Denmark. What drove that shift, and what have you learned along the way?

“Our ambition has always been to share our brand with as many people as possible, and online sales can only take us so far. There’s no doubt that physical retail still has its place in the market, which is why we saw a huge opportunity in entering through wholesale partners. You know how it is—you’re standing in a store while checking Instagram, the website, and Trustpilot for reviews. At the same time, you might check the online shop’s opening hours because you want to try on the pants before buying.

The holistic experience creates the best customer journey, and that’s what matters most. We’re fortunate to have strong partners who help us maintain a presence across the country. We had spent eight years building the brand, so demand was already established from the start, which meant we saw very healthy interest from our partners right away—something we were really happy to experience.”

What are your ambitions for international expansion? Which markets make sense for Bareen, and why?

“The ambitions are big. We believe our concept can scale internationally, but of course, making it happen is easier said than done. Right now, we see potential in markets culturally similar to Denmark, such as the Netherlands and Belgium.

The goal is for Denmark not to be our biggest market, but achieving that requires breaking through with new international B2B partners while continuing to grow online in a competitive landscape. We’re excited to see where Bareen will be in a few years.”

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Sticks’n’Sushi has just released its annual report, revealing strong growth. Revenue reached DKK 856 million, a notable increase from the previous year. At the same time, Sticks’n’Sushi continues its international expansion and will soon open in Scotland.

Andreas Karlsson, CEO of Sticks’n’Sushi, said:

“I’m pleased with the progress we’ve made. Our results show that we’re able to continuously balance our investments in the restaurants while opening new locations, all while maintaining strong operations.”

Although net profit fell from DKK 22 million to DKK 16 million, Karlsson views it as the result of strategic, long-term investments:

“The drop in profit is due to ongoing investments – primarily in international markets and full renovations of restaurants in Denmark.”

And the growth journey is far from over:

“The plan is to open more restaurants and enter new markets – but at a pace that ensures we never lose sight of our core values,” he recently told Børsen.

Andreas Karlsson, CEO, Sticks’n’Sushi

Sticks’n’Sushi is set to open its first Scottish locations in November, starting with Glasgow, followed by Edinburgh. This marks the chain’s entry into the Scottish market. Plans are already underway to enter another new market in 2026, though Sticks’n’Sushi has yet to reveal the location.

The story of Sticks’n’Sushi began in Copenhagen, where Thor Andersen and brothers Kim and Jens Rahbek Hansen opened the first restaurant on Nansensgade.

Today, Sticks’n’Sushi operates 30 restaurants: 12 in and around Copenhagen, 15 across England, and 3 in Berlin.

None of the original founders are involved in the company anymore. In 2024, the chain was acquired by the British investment firm McWin Capital Partners from Maj Invest, where the founders previously held a minor stake.

Sticks‘n’Sushi, London

McWin Capital Partners is a UK-based investment firm founded by Henry McGovern and Steven K. Winegar. The firm has a strong portfolio in the restaurant industry, including brands like Gail’s Bakery, Big Mamma, and L’Osteria.

On the partnership, Andreas Karlsson says:

“McWin is an owner that strongly supports our continued growth. My approach has always been to open one restaurant at a time, giving it the same attention and care as if it were our very first. McWin fully supports this approach. They place great importance on preserving our values and DNA.”

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You might not have heard of N/A Ventures before, but chances are you’ve come across some of their brands—like Rezet Store, Good Habit Co, Oliver Green, and Luxreaders.

In short, N/A Ventures is a Danish investment company focused on acquiring, developing, and scaling e-commerce and software businesses. It’s led by brothers Nicki and Aleksander Due-Rasmussen, who specialize in taking strong brands to the next level.

Now, they’ve taken another big step. N/A Ventures has acquired Nordgreen—one of Denmark’s most well-known watch brands, which at its peak generated over 100 million DKK in revenue, with more than 300,000 customers and several international design awards under its belt.

At the same time, they’re combining Nordgreen with Oliver Green to form a new Danish watch group, which has raised a multi-million DKK investment from a group of business angels and Magasin du Nord.

Magasin’s role as a key investor brings both security and strengthens the foundation. This investment isn’t just about capital—it also opens doors to new retail opportunities and greater visibility for both Oliver Green and Nordgreen.

Nicki Due-Rasmussen

Nicki Due-Rasmussen, co-founder of N/A Ventures, says:

“We see great potential and many synergies in bringing these two brands together under one roof. Our first priority at Nordgreen is to strengthen the bottom line and build a solid operational foundation. Once that’s in place, we’ll shift focus to scaling revenue – a growth journey Nordgreen has already succeeded with before.”

The goal is to boost both brands’ international presence while preserving their core values and Danish design heritage.

Oliver Green’s co-founder and creative director, Alex Høgh Andersen, will remain a key figure in Oliver Green’s creative development and will also contribute to Nordgreen’s creative direction going forward. The ambition is to reach a wider global audience through strengthened retail and online channels.

Their growth plans are supported by AI tools across internal processes, focusing on scalability, automation, and profitability.

This is something we’re excited to explore and follow here on dontt.dk.

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Danish supermodel Josephine Skriver was born and raised in Copenhagen in 1993 and is now 32 years old. She currently lives in Nashville and, alongside her international modeling career with brands like Prada, Gucci, and Chanel, she co-founded the fitness apparel brand JoJa with her friend Jasmine Tookes. Over 8.5 million people follow her life on Instagram. Last August, she became a mother to her daughter Aurora with musician Alexander DeLeon.

But did you know she’s also an ambassador for PlanBørnefonden? She’s been involved since 2021, dedicating both time and financial support to the cause. And once again, during this year’s Copenhagen Fashion Week, she chose to give back.

Josephine Skriver is donating all her earnings from her shows for Danish fashion brands Gestuz and Munthe to PlanBørnefonden’s work supporting girls’ and women’s rights.

Josephine Skriver for Munthe at Copenhagen Fashion Week

Josephine Skriver says:
“I have met some of the girls and women supported by PlanBørnefonden and spoken with them about the consequences of living in some of the world’s most vulnerable areas. They face many challenges, yet show incredible strength and fight for change, often without much attention. It means a lot to me to use my platform to shine a light on their stories.”

In addition to Josephine Skriver’s contribution, Munthe, one of PlanBørnefonden’s partners, has also donated 25,000 DKK, bringing the total amount to 75,000 DKK.

Dorthe Petersen, CEO of PlanBørnefonden, says:
“We are very grateful for this generous donation. It sends a powerful message at a time when girls’ and women’s rights are under significant pressure in many parts of the world. We appreciate Josephine using her voice, time, and work to highlight these critical issues.”

Det er ikke første gang, at Josephine Skriver bruger sin stemme og sit arbejde til at bakke op om PlanBørnefondens arbejde. Tidligere på sommeren lancerede hun sin egen indsamling til PlanBørnefondens Pigefond, og i samarbejde med Mads Nørgaard har hun designet en særlig #101 tee, hvor overskuddet fra salget går til indsamlingen.

Kampen for piger og kvinders rettigheder er blevet særligt vigtig for hende.

Josephine Skriver supplerer:
”Ligestilling har altid været en mærkesag for mig, men efter jeg er blevet mor, har jeg tænkt meget på, hvor uretfærdigt udgangspunktet er rundt omkring i verden – især for pigerne. Alle børn har ret til en tryg barndom, og alle har ret til at bestemme over egen krop. Det er vigtigt for mig, at min datter vokser op med en forståelse for, at vi skal stå sammen for at sikre de rettigheder.”

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Flatpay is without a doubt one of Denmark’s fastest-rising companies – and currently the fastest-growing fintech in Northern Europe. In just a few years, the company has gone from an idea to processing payments worth billions of kroner – and has already surpassed 20,000 customers.

We’ve previously spoken with CEO and co-founder Sander Janca-Jensen about the company’s culture here on dontt.dk, and with co-founder Rasmus Carlsen, who heads up marketing and brand, on how to build visibility and trust in an industry that’s been stagnant for decades. Shortly before that interview, Flatpay secured DKK 430 million in funding – a boost that accelerated their expansion even further.

Since then, the pace has only increased, and now another milestone has been reached: Flatpay has grown to 1,000 employees across five countries.

Sander Janca-Jensen, CEO and co-founder, explains:

“August 2025 is a historic month for us. From the first ideas in a small office to 1,000 dedicated employees in just three years – it’s a growth journey that proves we’ve tapped into a real market need.”

As in our previous interview with Sander, he once again points to culture as the company’s strongest growth driver – a culture built on respect, positive energy, and ambition.

“We’ve proven that when you bring together people who want to work with each other – and for the customer – you can create something unique. Our employees are given responsibility from day one and the opportunity to grow alongside the company. It’s a culture we protect – and one we believe can scale globally,” he says.

Flatpay’s roots are firmly planted in Denmark, but its growth is now accelerating across borders. The company deliberately sends Danish employees to act as cultural ambassadors when entering new markets, ensuring that the DNA from its early years remains intact.

“This is only the beginning. We’re growing fast – but sustainably. Our formula is simple: the right people, freedom with responsibility, and an uncompromising focus on the customer’s needs. That’s what got us here, and that’s what will carry us forward,” concludes Sander Janca-Jensen.

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In the heart of Copenhagen, inside the characterful VERPAN space on Møntergade, Copenhagen Fashion Week turned the spotlight toward a topic that has long been overlooked — but is finally starting to find its place in both design thinking and business strategy: adaptive fashion.

At its core, adaptive fashion is about clothing designed with the needs of people with physical disabilities in mind — without compromising on style, comfort, or dignity.

The talk was part of the “Small Talks – Big Conversations” series, Copenhagen Fashion Week’s official panel program, with Zalando leading the conversation on this particular day.

All photos in this article were taken by Tonya Matyu.

The panel was moderated by Kay Muwoki, Senior Diversity & Inclusion Manager at Zalando, and featured Lauren Wasser, model and activist; Emma Matell, casting director; and Francesca Harvey, apparel designer at Adidas.

The conversation quickly focused on a core insight: adaptive fashion isn’t a new concept — the challenge has existed for a long time — but only recently has the industry begun to take it seriously.

In this context, Zalando has emerged as a key driver, dedicating itself to the topic over the past few years. Their commitment goes beyond words, involving the development of real collections in collaboration with major brands and showcasing them on Zalando’s vast platform across Europe.

Francesca Harvey shared insights on Adidas’ first adaptive collection designed specifically for wheelchair users. The collection is crafted with both athletic performance and everyday wear in mind — and will be worn at the Paris 2024 Paralympic Games.

Lauren Wasser & Francesca Harvey

Lauren Wasser’s personal story left a powerful impression, highlighting why adaptive fashion is about much more than just design. After losing both legs in 2012 due to menstrual-related toxic shock syndrome (TSS), she has become a passionate and respected advocate for women’s health and a more inclusive fashion industry.

Known as “the model with the golden legs,” behind her prosthetics lies a strong and uncompromising voice. She spoke about how even small details — like magnetic buttons on a shirt — can make a huge difference in enabling her to dress independently. When functionality meets style, clothing becomes about more than just fabric — it’s about dignity and autonomy.

“It’s not about pity. I have a good life,” she said repeatedly, with conviction. Not as an excuse, but as a reminder that life can be fulfilling — even when the body looks different — as long as you have the opportunity to be yourself.

For us at dontt.dk, it was a clear example of how a major European company like Zalando can truly make a real difference for individuals—not with empty promises, but by creating solutions that empower more people to take control of their daily lives.

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A conversation with Anders Rahr, CEO of NN07

The last time we wrote about Copenhagen-based NN07, the brand had just released its 2024 financial results — double-digit growth on both top and bottom lines, and a strong start to 2025.

But what’s really behind the numbers? According to CEO Anders Rahr, they’re the result of years of focused work: an international strategy, strong partnerships, and an uncompromising commitment to the product.

During Copenhagen Fashion Week, we sat down with Anders at NN07’s store on Gammel Kongevej. The conversation touched on retail, global expansion — and why Copenhagen remains a key city in it all.

Anders Rahr, CEO of NN.07

Anders, let’s start with physical retail – since we’re sitting in one. Over the past year, you’ve opened stores in both New York and London – and now here on Gammel Kongevej. What role do physical stores play for NN.07 as a brand?

“For us, physical retail plays a key role. It’s a powerful brand driver and a way to deepen the story we want to tell about NN.07. It’s emotional, it’s tactile – you can actually step into the universe.
But we’ve also learned that retail and e-commerce go hand in hand. You need to connect with the brand – not just a channel. That puts high demands on our culture, on us as a team, and on what I call our local heroes – our franchise partners around the world.”

Do you have more physical stores on the way?

“In the long run? Absolutely. But when we enter a city, we do it properly. Our presence in London and New York has shown that we belong in the major metropolises. It’s not about opening the most stores – it’s about opening the right ones.”

There’s been a Scandinavian fashion wave for quite some time, with many brands leaning heavily into it. Is that something you use in your stores?

“It’s kind of in our name that we’re less interested in people’s passports and more in their journey. Our retail concept is designed with a global mindset. We’re working with a Dutch architect, so the Scandinavian angle isn’t front and center – although you can definitely sense it in the choice of materials and the minimalism.”

And now we’re sitting here on Gammel Kongevej, where you’ve opened your latest store. Why this location?

“Gammel Kongevej is a wonderful neighborhood. It has evolved a lot, but it has always been relevant. People here care about craftsmanship and quality – not necessarily fast trends. That aligns well with who we are.
There’s also a strong local identity and a curious customer who understands what we’re trying to do as a brand. It gives us the opportunity to show the full NN.07 universe – and to stay close to some of our most engaged customers.”

Has your online business grown in parallel with your retail expansion? How do you balance the two channels?

“Absolutely. It remains a core part of our business — both our own webshop and our strong online partners. They give us incredible reach and are a key part of our long-term strategy. We now work with fewer online retailers than before, but they’re stronger than ever. That’s a very deliberate choice.
Our ambition isn’t just to be present across multiple channels — it’s to create one cohesive brand experience. Whether you meet us on a screen in Seoul or in a store in Copenhagen, it should feel like NN07.”

You’ve now been at the helm for four years. What keeps you driven?

“Building a global brand with a strong culture, together with the most dedicated and talented team — that’s what drives me every day. It’s a privilege, and it feels like a once-in-a-lifetime project.
We’ve spent years laying the foundation, and now things are really starting to accelerate.
The best part? We’re still just getting started.”

Finally — here we are during Copenhagen Fashion Week. What role does the city play for NN.07?

“Copenhagen is more than just our home — it’s a creative metropolis that the world is watching.
Copenhagen Fashion Week means a lot to us. We’re hosting an event later today (Wednesday — see more here), and it’s been busy days in our showroom. It’s always great to bring together our partners and friends here in the city. It truly matters to us.”

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