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Danish Flatpay was founded in 2022 and has since followed a growth trajectory few Danish companies can match. In November 2025, the company raised €143 million in new capital, pushing its valuation to €1.43 billion and cementing its status as a Danish record-breaking unicorn.

The pace hasn’t slowed since. The company is growing around 400% per year, currently employs 1,600 people, and has a long-term ambition to reach 10,000 employees.

Now, the fast-growing payments firm is making another major move.

Flatpay has appointed one of Denmark’s most prominent business leaders as its new chairman: Henrik Poulsen. He currently serves as chairman of Carlsberg and Færch Group and has previously chaired Novo Nordisk – just a few highlights from a CV that places him at the very top of Danish business.

Henrik Poulsen, chairman of Flatpay

In terms of his career, Henrik Poulsen began at LEGO Group, later became an Operating Executive at Kohlberg Kravis Roberts & Co. (KKR), and then CEO of TDC A/S. As CEO of Ørsted, then DONG Energy, he led the company’s significant green transformation, now recognized as one of the most successful in Danish business history.

On his involvement with Flatpay, Henrik Poulsen told Børsen:

“Flatpay has developed a product and a go-to-market approach that provides small independent business owners with a transparent payment solution. Flatpay combines excellent personal service with competitive pricing. That’s why they are taking market share from the established players in the payments market.”

Previously, Sander Janca-Jensen, CEO and co-founder of Flatpay, emphasized in a major interview with dontt.dk that culture is the company’s most important asset: “Our culture is Flatpay’s strongest card.”

You can read that interview here.

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

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The Danish investment platform Pluto.markets has just secured 37 million DKK in a new funding round.

The capital injection comes on the heels of several notable milestones. The platform has surpassed 1 billion DKK in total transaction volume and now counts over 10,000 users, all achieved in a relatively short period since Pluto.markets’ public launch in 2024.

Thomas Delaney (left) with Pluto.markets founders Oscar Vingtoft (CTO, centre) and Joakim Brüchmann (CEO, right)

The Danish fintech platform Pluto.markets was founded by Oscar Vingtoft and Joakim Brüchmann, the latter a former Goldman Sachs trader and founder of nBoard. The duo’s vision has been clear from the start: to make investing more accessible and user-friendly, without compromising on sophistication or functionality.

The recent funding is earmarked for expanding the platform with new features and tools, as well as broader product development—a central focus for the months ahead.

The round was led by Seed Capital and supported by several prominent figures in the Danish business scene. Among them is Sander Janca-Jensen, CEO and co-founder of Flatpay, one of Denmark’s fastest-growing and most resilient fintechs. (We previously spoke with him here: “Sander Janca-Jensen: Our culture is Flatpay’s strongest asset.”) Read Here.

The investor group also includes FC Copenhagen captain Thomas Delaney, marking his growing involvement in the world of startups and investment.

Speaking to Berlingske, Delaney said:

“It’s exciting to be involved, and the company was closing a funding round. They are at a stage where the product is already in place.”

He also elaborated on his personal approach to investing:

“I come from a family where investment has always been a common topic, and I’ve also invested personally as a hobby for several years. Investment requires timing and diligence. Even though I have advisors, I make my own decisions when the timing is right, and I believe in the case—this one included.”

dontt.dk will be following Pluto.markets’ journey closely. Sign up for our newsletter for free updates here].

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We should never be too lofty to look beyond our own borders for inspiration. Over the years, we have shared countless stories of individuals and companies daring to think bigger – and this is another one you can sit back and absorb.

The story begins 25 years ago, in a classic start-up fashion, in the basement of an Amsterdam building. It is here that Dutch entrepreneur Raymond Cloosterman, alongside a small team, founded what we now know as Rituals Cosmetics.

Today, Rituals operates nearly 1,500 of its own stores and is represented in more than 4,500 department stores and luxury retailers across 33 countries. The brand is stronger than ever, achieving record growth in several of its key markets in 2025. In Denmark alone, Rituals runs 28 stores.

The figures underscore the scale of the journey. In 2025, Rituals posted a total revenue of nearly €2.5 billion. Earnings before interest, tax, depreciation, and amortisation (EBITDA) reached approximately €550 million, placing the company among the fastest-growing beauty brands globally.

Online sales now account for more than 20% of total revenue. Yet these impressive numbers are not merely earmarked for reinvestment or dividends. Rituals has committed to allocating 10% of its net profits to initiatives supporting young people’s mental wellbeing and environmental protection.

Raymond Cloosterman, Founder & CEO

Raymond Cloosterman, founder and CEO of Rituals, reflects:

“Our 25th anniversary marks a milestone for everyone who has helped build Rituals into the company it is today. I feel a profound sense of pride and gratitude. From the very beginning, my dream has been to create a global ‘Feelgood Luxury’ brand – a distinctive position within the industry.

By combining high-end luxury products with accessible pricing while also generating positive societal impact, we are redefining what luxury can be.

Looking ahead, 2026 will be an investment year aimed at maintaining our momentum. We plan to renovate 1,500 stores, expand further into Asia, accelerate product innovation, and continue rolling out Mind Oasis. Our ambition is clear: to grow the business while creating positive impact for both people and the planet.”

That ambition is already being translated into action. In 2025, 10% of net profits amounted to €26 million, with the figure expected to surpass €30 million in 2026.

The ambition is already being put into practice. In 2025, 10% of net profits amounted to €26 million, with the figure expected to exceed €30 million in 2026.

From the very first year, the Profit Pledge has become more than a statement of intent. Rituals has supported initiatives focused on the mental wellbeing of young people, partnering with organisations such as UNICEF, War Child, and Super Chill. According to the company, these efforts have reached 69 million young people worldwide, including over 1.3 million children in the Netherlands and Germany alone, who have accessed the Super Chill app, designed to foster mental resilience and wellbeing.

Rituals has also extended its impact beyond people. Through partnerships with organisations including National Geographic Pristine Seas and the Blue Marine Foundation, the brand has contributed to the protection of significant natural habitats, both at sea and on land. Notably, rainforest in Colombia has been repurchased in collaboration with indigenous communities, returning land to those who call it home.

A more in-depth interview with Rituals is scheduled for publication in March.

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Copenhagen Fashion Week has long moved beyond a simple trade fair and closed runway shows. CIFF has evolved significantly in recent years under Sofie Dolva, and Copenhagen Fashion Week has likewise sought not only to become more inclusive but also to tackle key issues shaping the fashion industry.

A prime example is Copenhagen Fashion Week’s Small Talk, Big Conversation, powered by Zalando – a series of discussions that go beyond the latest collections to address the pressing topics facing the industry.

On the final day of the fashion week, the panel The Digital Mirror – Re-writing the Rules of Fit in Europe took place, moderated by Amy O’Brien, Tech Editor at Vogue Business.

The conversation brought together three experts: Dr. Helena Lewis-Smith, psychologist and body image specialist; Leona De Graft, VP of Ecommerce at Levi’s; and Pelin Anli Bedirhanoglu, Director of Product Management at Zalando.

Fra left: Amy O’Brien, Tech Editor, Vogue Business – Dr. Helena Lewis-Smith, Body Image Expert and Research Psychologist – Pelin Anli Bedirhanoglu, Director of Product Management, Zalando – Leona De Graft, VP of Ecommerce, Levi’s

All three brought unique insights, and particularly the two major brands, Levi’s and Zalando, have access to vast amounts of data that offer a window into the future of the fashion industry.

The conversation explored how AI and virtual try-on technology can create a more personalised fit, an approach that not only reduces returns, benefiting both the bottom line and sustainability, but also redefines how brands approach the customer experience.

The panel was unanimous in highlighting returns as one of the most underestimated levers for building a more responsible fashion industry, noting that they are often treated as a problem rather than an opportunity. Data from both Zalando and Levi’s made it clear that repeated returns are not just a logistical and financial challenge; they also reveal design flaws, fit issues, or unclear communication with consumers.

By leveraging AI to understand why items are returned, brands can translate this data into actionable design insights, adjusting fit, size guides, and even design choices before the next collection hits the shelves. In this way, returns become an active part of the development process – a source of insight rather than a necessary evil.

In the coming months, attention will turn to the real impact of these well-intentioned initiatives.

Pelin Anli Bedirhanoglu shared examples from Zalando of AI-driven solutions designed to ensure clothing fits individual customers more accurately, while Leona De Graft explained how Levi’s combines data and creativity to enhance the overall shopping experience.

And yes, the Levi’s executive also revealed that shiny jeans are making a comeback.

Despite a busy schedule of competing events across the city, Mater on Købmagergade was packed to capacity, underlining the strong public interest in these conversations.

Pelin Anli Bedirhanoglu, Director of Product Management, Zalando – Leona De Graft, VP of Ecommerce, Levi’s

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Today, Danish e-commerce platform Miinto has reported an impressive 86% growth in revenue, rising from DKK 466.5 million to DKK 869 million.

The average order value also increased, up 6% to DKK 2,167.

The bottom line remains in the red, with a loss of DKK 55 million. However, Miinto says profitable growth is within reach, marking the culmination of a multi-year strategic transformation. At the heart of this turnaround is the new leadership duo, Christian Lorenz Petersen and Danni Winther.

We asked each of them for their take on the current state of the business.

Today, Danish e-commerce platform Miinto has reported an impressive 86% growth in revenue, rising from DKK 466.5 million to DKK 869 million.

The average order value also increased, up 6% to DKK 2,167.

The bottom line remains in the red, with a loss of DKK 55 million. However, Miinto says profitable growth is within reach, marking the culmination of a multi-year strategic transformation. At the heart of this turnaround is the new leadership duo, Christian Lorenz Petersen and Danni Winther.

We asked each of them for their take on the current state of the business.

Christian Lorenz Petersen, COO, says:

“Our focus has been on aligning operations and commercial execution into a single, cohesive business. This has strengthened collaboration with our partners, improved the experience for end customers, and given us much better control in a complex market. While this financial year resulted in a disappointing operating loss of DKK 55 million, we are confident that the structural changes we have implemented, combined with a strengthened platform, will pave the way for strong results moving forward.”

With an adjusted cost base, improved earnings per order, and a new technical platform expected to be completed in early 2026, Miinto is working deliberately towards a positive operating result in the 2025/26 financial year. The new platform will also support the development of new business opportunities.

Danni Winther, CEO, adds:

“The 2024/25 financial year was a turning point for Miinto. We have changed the business model and taken responsibility for sales all the way to the end customer, which has been at the heart of the transformation we have been working on for several years. This gives us a completely different starting point than before. With the new technical solution, expected to be completed in early 2026, we have a solid foundation to continue driving the business forward with a focus on profitability and growth.”

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The Zalando Visionary Award 2026 was decided on Wednesday during Copenhagen Fashion Week. Finalists were presented earlier in the day, while the winner was revealed later that evening over dinner at the iconic Café Victor in central Copenhagen, a long-standing meeting place where fashion, media and business have traditionally converged.

Launched in 2022, the Zalando Visionary Award aims to support emerging designers who combine innovation with a strong sense of social responsibility.

On the second day of the fashion week, the finalists’ so-called hero pieces were showcased in a curated exhibition, featuring three designs from each brand. The three finalists, INSTITUTION, KYLE HO and Milk of Lime, were selected by the jury for their forward-thinking approach to fashion, clear creative visions and ability to generate social impact through design. The initiative was facilitated by Zalando.

The award ultimately went to INSTITUTION, founded by designer Galib Gassanoff. Based in Italy, the brand draws clear references to Gassanoff’s Azerbaijani heritage and operates at the intersection of fashion, art and social engagement.

Galib Gassanoff, Founder, INSTITUTION

The jury highlighted INSTITUTION’s clear vision and refined craftsmanship. According to the jury, Galib Gassanoff succeeds in translating a globally minded and culturally rooted approach to fashion — one that preserves traditional craft while reinterpreting it in a contemporary context.

As the winner, INSTITUTION will receive mentoring support, a €50,000 prize, as well as €35,000 in production funding from Zalando. In addition, the brand will present its SS27 collection on the catwalk during Copenhagen Fashion Week in August.

Jury member and VP of Brand & Creative at Zalando, Sara Spännar, said:

“Galib has demonstrated a remarkable ability to push the boundaries of creativity, and his dedication to craftsmanship, combined with his cultural background, proved decisive.”

Galib Gassanoff himself emphasised the importance of the community behind the brand:

“I believe in the value of sharing my brand with the world, and I am grateful every time this project is recognised as meaningful.”

The jury consisted of:

Christiane Arp, former Editor-in-Chief of Vogue Germany
Edward Buchanan, Creative Director and Cultural Advocate
Jeanie Annan-Lewin, Contributing Fashion Editor at British Vogue
Sara Spännar, VP of Brand & Creative at Zalando
Sara Sozzani Maino, Creative Director of Fondazione Sozzani

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Conversation with Nikolaj Koppel, co-founder and content director at Podimo

In 2025, Podimo surpassed one million paying subscribers globally, leaving its start-up days firmly behind. In Denmark, the platform is now both profitable and a prominent voice in public discourse, with podcasts that are listened to, shared, and debated widely.

We spoke with co-founder and content director Nikolaj Koppel about Podimo’s role in Denmark’s media landscape, the growth of podcast advertising, and why communities are becoming an increasingly important part of Podimo’s future strategy.

Nikolaj Koppel, co-founder and content director at Podimo

How do you see the opportunities for monetising podcasts, given the frequent talk of a challenging ad market?

“Naturally, there will always be those who struggle to make podcasts profitable. But a glance at Podads shows just how skilled they are at it – which is exactly why we decided to join forces. Looking internationally, and here in Denmark, the podcast advertising market is experiencing strong growth, though some markets are expanding faster than others.

That growth is, of course, of keen interest to us. So far, our focus has been on building a subscription-based business, centred on listeners’ willingness to pay for content. We’ve succeeded in Denmark and three other markets, where the business is already profitable. The plan is for our remaining markets to follow suit in 2026.

At the same time, we see that the broader ecosystem we want to contribute to includes content beyond the paywall. Expanding into this space is therefore a clear strategic move, giving us a larger toolkit to work with.”

Let’s fast-forward to today. How do you see Podimo’s role in Denmark’s media landscape?

“We’ve become what you might call an active catalyst for conversation in Danish society. With the audience volumes and listener numbers we have, Podimo has evolved into a mass medium. We help shape the conversation in Denmark.

Just to give one example: the podcast ‘Barn med den forkerte’, fronted by Kristoffer Eriksen, has just released its second season. It’s one of our most-listened podcasts and a powerful example of how human stories can translate complex systems and welfare processes into narratives that people understand, feel the impact of, and form their own opinions about.

I also believe we play an important role in developing new talent – voices that might not otherwise find their way into traditional media.

And fundamentally, we invest heavily in Danish content, which clearly contributes to a more diverse media landscape.”

You’re constantly expanding with new formats and have massive amounts of data. What are your users asking for?

“We’ve invested a lot of effort into initiatives that take time but pay off in the long run, particularly the smaller communities around and within a podcast.

We can clearly see that when listeners engage in our in-app community – commenting, reacting, asking questions, getting responses from hosts, and getting behind-the-scenes access – it creates greater value. That value builds stronger loyalty to individual podcasts.

Our content experts and hosts also actively use this feedback to improve the shows. And speaking of feedback, we’re seeing growing demand for sports content.

As a result, we’re putting even more time, money, and effort into new sports formats. ‘Stolpe Ind’ with Peter Falktoft and Nicklas Bendtner is a good example, where we bring in external talent, but there’s much more to come this year, including entirely new formats. In recent weeks, we’ve launched ‘Elastico’ with Hav and Cengiz, and ‘Spillertruppen’ with Kasper Steenbach and a string of Danish international players.”

And looking beyond Denmark, where does Podimo stand internationally right now?

“As I mentioned, we’ve been profitable in Denmark for several years. It’s a very healthy business, and our investments have certainly paid off. We expect our remaining markets to reach profitability over the course of 2026.

Podcasting is no longer a niche medium, either in Denmark or globally. It has become an integrated part of many people’s daily lives, and it’s only going to grow. We are an active part of that development.”

What makes for a really good working day for you?

“Good colleagues, engaging work, and good coffee.”

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Next week, the 66th edition of Copenhagen International Fashion Fair – better known as CIFF, and often simply referred to as the trade fair during Copenhagen Fashion Week – will take place. This year, CIFF is doing so with Boozt as its official partner. But the ambition goes beyond logos and visibility during fashion week.

According to CIFF CEO Sofie Dolva, the partnership is about creating long-term value for both brands and buyers in an industry undergoing change.

We spoke with Sofie Dolva.

Sofie Dolva, CEO at CIFF

Sofie, why are Boozt and CIFF a good match right now?

“Boozt and CIFF are a strong match at this moment because both operate in a changing market, where the fashion industry is looking for longer-term partnerships, deeper insights, and stronger communities. Boozt brings extensive knowledge of consumer behaviour and market developments, while CIFF is a physical platform where relationships, creativity, and business come together. Together, we can create a stronger connection between the digital and the physical, generating more value for both brands and buyers.”

Boozt is a digital platform. What does that mean for a physical trade fair like CIFF?

“The fact that Boozt is a digital platform actually supports and strengthens CIFF’s role. Today, CIFF is much more than a fair that happens twice a year. We are a platform active throughout the year, through content, events, and networks.

The partnership with Boozt allows us to bring in data, insights, and perspectives that can support brands before, during, and after fashion week. It’s not about digital versus physical; it’s about combining the two worlds in a way that makes the fashion industry more knowledge-driven and forward-looking.”

What would it take for you to consider the partnership with Boozt a success in a year’s time?

“For me, the partnership will be successful if brands and buyers feel that it has created real and measurable value. This could be through new insights, stronger relationships, or better business opportunities. If the partnership also becomes a natural part of CIFF’s platform and continues to have an impact both during fashion week and throughout the rest of the year, I would consider it a success.”

Fashion week is just around the corner. What can we expect from CIFF this year?

“This year, CIFF will place an even stronger emphasis on curation, quality, and experience. A key element is our collaboration with 10 Corso Como, which brings a strong international perspective and a clear connection between fashion, culture, and retail. We are also putting great focus on a series of brand events that allow labels to showcase their DNA and tell their stories in more lively and inspiring settings.

“For visitors, this means a more experience-driven CIFF, where inspiration, storytelling, and relationships are at the centre, and where fashion week extends beyond the traditional trade fair format.”

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Tivoli has delivered the strongest financial performance in its history. Following a highly successful Halloween programme and a festive season that saw December become the most profitable month ever recorded, the Copenhagen landmark has upgraded its expectations for 2025.

Visitor numbers reached 4.3 million – the highest level since the pandemic – and revenue is now expected to amount to approximately €181m, with profit before tax forecast at around €21m. This represents a clear upgrade from earlier projections of roughly €178m in revenue and €19.5m in profit, underscoring a year marked by strong demand, disciplined cost control and sustained momentum across seasons.

Alongside record-breaking financial results, Tivoli has maintained an unprecedented level of investment. In 2025, the park committed nearly €27m to projects including maintenance, building upgrades, the creation of a new themed area in the former Asia zone, and seasonal attractions designed to elevate the visitor experience and strengthen Tivoli’s long-term competitiveness.

Susanne Mørch Koch, Tivoli’s CEO, comments:

“The results for 2025 are very satisfying and reflect strong commercial performance combined with disciplined cost management. What is particularly positive is that we have been able to deliver a solid financial result while maintaining a high level of investment in Tivoli’s development. This provides a robust foundation for the years ahead, where we will continue to invest purposefully in the park’s quality, relevance, and long-term sustainability.”

International visitors remain a key driver of growth. In 2025, 34% of guests came from abroad, with notable increases from the United States and Sweden, while numbers from Norway and Germany saw a slight decline.

Looking ahead to 2026, Tivoli expects an activity level comparable to 2025, with revenue projected at around €188m and profit before tax at approximately €19.5m. As Susanne emphasizes, it is not just about volume: how guests experience Tivoli across seasons, generations, and purposes remains central to the park’s ambitions.

As she has highlighted previously, Tivoli seeks to enhance experiences without over-reliance on screens or gamified “Pokémon-style” solutions, keeping the focus on immersive, authentic engagement. Read here.

Susanne Mørch Koch, CEO Tivoli

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Last year, we reported that Danish sneaker brand ARKK Copenhagen had secured increased backing from Friheden Invest, giving the company the means to accelerate its ambitions while sharpening its strategic focus.

Since then, the brand has undertaken a series of strategic initiatives. Most recently, ARKK Copenhagen unveiled ARKK Active, a performance-driven collection marking its first step beyond footwear into a broader sportswear offering. The debut collection was developed in collaboration with the popular running club, HAV Runners.

Kasper Høj Rasmussen, CEO & Founder, ARKK Copenhagen

Beyond performance, ARKK Copenhagen has also launched an apparel collection in close collaboration with Zalando. The collection has seen remarkable growth, and the brand is now opening it up to additional retailers.

At the same time, ARKK Copenhagen has relocated its headquarters to centrally located, ground-floor premises in Copenhagen, where it plans to host a series of community events.

The brand has also made several long-term strategic decisions. The flagship store on Strøget has been closed, and write-offs have been undertaken to give the company greater flexibility for proactive investments going forward. This contributed to a net loss of just under DKK 14 million in the last financial year.

Yet according to Kasper Rasmussen, CEO & Founder, the company is already on the right track:

“We expect to end this financial year in the black. It was crucial for us to tidy things up properly. There is real momentum building that we intend to ride.

This also means strengthening our e-commerce team and launching ARKK Lab, which we also operate in Amsterdam and China, with a focus on product development.

The product and branding investments we made last year are finally paying off. More specifically, we are seeing inbound interest far higher than before, and it is clear that all these initiatives are beginning to bear fruit.”

Why was this necessary?

“The store had become something of a ‘ball and chain’ for us since the pandemic. We never really managed to activate it properly, but we are now doing so from our headquarters instead.

We got the first taste of this last weekend, when 250 runners turned up for our ARKK Active launch. One thing was the joy of starting the weekend with so many amazing people, but it also showed us just how much it drives online engagement,” says Kasper Rasmussen.

He also explains that, after ten years, ARKK has relocated its warehouse to a far more flexible setup. While this has incurred some short-term costs, it now gives the brand greater agility, enabling faster responses, more adaptable production, and optimised logistics.

Readers can learn more about ARKK Copenhagen during the upcoming fashion week.

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