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The partnership between Planet Nusa and FC Copenhagen’s new women’s team drew significant attention when it was first announced. Now, six months later, we’ve checked in on the partnership—reflecting on both the past and the future. What has the collaboration meant for Planet Nusa, and how has it contributed to the development of FCK’s women’s football? We also take a look at how women’s football has developed in Denmark overall.

We sat down for a conversation with the two co-founders of Planet Nusa, Kristine Esmer and Mille Skat.

You’re now six months into your partnership with FC Copenhagen – what have been the biggest highlights so far?

Kristine Esmer, co-founder of Planet Nusa:
“It has been fantastic to see how the community around FCK’s women’s team has grown. One of the biggest milestones was, without a doubt, when we first saw our logo on the shirts – a strong symbol of the partnership we’ve created. Additionally, our community activities, such as RUNS, participation in home games, and the upcoming TALKS event, have given us a unique opportunity to bring our community into a new arena and create even more connections between fans, players, and our community.”

What has surprised you the most?

Kristine Esmer, co-founder of Planet Nusa:
“The incredible support! We knew that women’s football had momentum, but experiencing the dedication and energy surrounding the team has been something truly special. From the sold-out styles to the atmosphere at the games, it has been overwhelming to see how much engagement there is from both fans and our community.”

Planet Nusa is a key player in building FCK’s women’s football. Where have you made the biggest impact?

Kristine:
“We’ve brought our community-focused approach into FCK’s universe – both through our physical presence and the events we’ve created, as well as our joint clothing collections. From our Nusa RUNS x FCK event to the way we aim to activate the community on matchdays. We want to make women’s football even more accessible, inspiring, and connected to what’s happening off the pitch as well.”

How has the partnership with FCK strengthened Planet Nusa’s community?
Mille:
“Being part of FCK’s women’s football has given us a new platform to bring our community together – both in the stands and through our events. We can feel how our community is engaging with the team and the sport in a new way, and it has created a stronger sense of belonging. At the same time, it has also opened the door to new faces in our community that we wouldn’t have met otherwise.”

You have launched two drops (collections) together with FCK – how has the reception been?
Mille Skat:
“The reception has been fantastic. With long queues outside F.C. Copenhagen’s fanshop and several styles selling out instantly, we managed to reach a wide audience, including new target groups. This means that more girls and women are visiting F.C. Copenhagen’s fanshop. And that’s exactly our shared wish – for more people to feel at home in the world of football. There should be something for everyone, and we can see that our styles are helping to open up football for those who haven’t felt directly included.”

You’ve also launched a podcast that will take a closer look at FCK’s women’s team over four episodes – what do you hope listeners will take away from these four episodes?
Kristine:
“We want to give people a closer insight into the team, the culture, the personalities, and the collaboration behind FCK’s women’s football. The podcast is an opportunity to go behind the scenes, hear the players share their stories, and get a sense of what drives them – both on and off the pitch. It should offer an authentic glimpse into what it has been like to start a team, from various perspectives. We hope that it can help create even more engagement and give listeners a deeper understanding of why women’s football deserves the attention it is getting.”

What are the next steps for Planet Nusa in the partnership with FCK?
Mille:
“We still have a lot we want to explore and develop in the collaboration. We look forward to continuing to strengthen our community activities and finding new ways to bring the community even closer to the team. Additionally, we are, of course, working on upcoming collections that will build upon the values we’ve created with FCK. And we’re really excited about an upcoming Nusa Talks with some of the women.”

How do you view the development of women’s football in Denmark in general?
Mille:
“We see a movement that is only going one way – forward! There’s increasing interest, more spectators at the stadium, and greater recognition of women’s football than we’ve ever seen before. But we’re not there yet. It requires continued attention and support to ensure that women’s football gets the space it deserves. We’re proud to be part of this development and hope to contribute to pushing it even further.”

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It is a rare occurrence for Danish brands to engage in major, high-priority collaborations with the world’s largest giants. But as we wrote last week, Danish brand Les Deux has partnered with Berlin-based giant Zalando—boasting 50 million active customers across 25 markets—to develop and curate a limited edition collection.

The collaboration was launched with a grand event in the German capital, Berlin. The event took place at the iconic Villa Elisabeth, a historic building from 1907, originally constructed as a parish hall for the nearby St. Elisabeth’s Church. Today, the venue serves as a popular setting for cultural events and concerts, providing a unique and authentic backdrop for the evening.

The focal point of the evening was the well-known basketball court, which Les Deux has been showcasing around the world. Together with Zalando, they invited some of Berlin’s most influential basketball communities: The FBL, a non-profit community basketball league, and Berlin Braves 2000, the city’s most fashionable and popular community sports club. The local players set the stage for an intense basketball tournament where sports, fashion, and culture seamlessly merged.

The interest was immense—both for participating in the tournament and attending the event. Les Deux’s Commercial Director, Morten Kristiansen, shared that they had to close registrations after reaching 1,200 signed-up guests.

Two commercial directors: Nichole Strydom from Zalando and Morten Kristiansen from Les Deux.

The event itself was refreshingly less about the collection and much more about the story behind the collaboration between Zalando and Les Deux. Andreas von der Heide, co-founder of Les Deux, was present throughout the evening, sharing insights into the brand’s evolution and the vibe he believes is essential to Les Deux.

For Zalando, it was also a night of great significance. Nichole Strydom, Commercial Director at Zalando, emphasized the importance of the partnership for the platform:

“Inspiring our customers through exclusive collections with brands that share our vision and values is a key part of our strategy. This collection deserves the stage that Zalando, as an international platform, can provide.”

The evening featured branded Zalando x Les Deux x Yale drinks, pizza, and other college-inspired details that reinforced the collection’s DNA. With music, basketball, and fashion merging seamlessly, it was an event that solidified Les Deux’s position on the international stage.

You can read more about the collection in our article here, where we also speak with Mathias Jensen from Les Deux and Fabio Baum from Zalando.

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Conversation with Christian Schwarz Lausten, Co-founder & CEO of Landfolk

Christian Schwarz Lausten and Anders Boelskifte Mogensen have been business partners for over a decade. They founded Gaest.com, which was later acquired by Airbnb, and have since continued to invest and launch new ventures together. Most recently, they launched Landfolk, a platform that reimagines summer house rentals with a focus on quality and unique experiences. Their journey has been driven by creativity, curiosity, and an ability to spot opportunities where others see limitations. Time and again, they have proven that they don’t just follow trends – they create them.

We sat down with Christian to hear his story and vision for the future of Landfolk.

Christian Schwarz Lausten, Co-founder & CEO, Landfolk.

Did it always seem written in the stars that you would create your own career path?

“My godfather was a journalist, and I remember accompanying him on assignments. That really inspired me—the idea of diving into a subject and then communicating it to others. So, as a child, that was probably what I dreamed of becoming.

Later, I developed an interest in the internet, which, for me, actually predates the ‘world wide web.’ I go all the way back to the BBS (Bulletin Board System) era. There, you could exchange files, and I vividly remember my first mind-blowing experience: when Ritt Bjerregaard’s book Kommissærens dagbog, which had been legally banned, was leaked on a BBS. It’s hard to imagine now just how wild and fascinating that was back then.

I completely bought into the idealistic idea that everyone should have access to information while also being able to contribute in return.

That concept was revolutionary at the time, and I was deeply fascinated by it. Then came the rise of the ‘world wide web’ with AltaVista, Yahoo, and here in Denmark, Jubii—so a lot was happening. I started building websites, spending a lot of time on it, and it was amazing that you could actually make some money from it too.

So, to answer your question: it was more my interests and passions that pulled me in this direction. But I was probably also naturally inclined to work best without a boss. The idea of freedom never scared me.

In 1998, I started studying Information Science, and that’s where I met Anders.”

(Editor’s note: Boelskifte Mogensen, with whom Christian has co-founded and invested in multiple companies over the years—and continues to do so today.)

Yes, and from there, things moved quickly. You founded the consultancy firm Seismonaut (which Anders and Christian successfully exited in 2019) and initiated major events like Aarhus Internet Week, which I personally attended several times. How do you look back on that time?

“It was an exciting time. It’s impossible to give a short answer. My thesis was about online communities. I wrote about Wikipedia and am still inspired by its built-in democratic technology. In many ways, those ideas have been the foundation for many of the visions and projects we’ve pursued since.

In the context of where we are today, we founded Gaest.com in 2015. We wanted to build a business that could generate revenue even while we slept. You can’t do that with a consultancy like Seismonaut. Running a consultancy is really tough, and I have great respect for those who do it.”

Gaest.com was a platform founded by Anders and Christian in 2015, functioning as an “Airbnb for meeting rooms,” where businesses and individuals could rent unique and inspiring spaces by the hour.

But after just 3.5 years, they were acquired by the giants at Airbnb. Gaest.com’s technology and expertise were integrated into Airbnb for Work, and all employees – including Anders and Christian – became part of Airbnb, which even established an office in Denmark solely because of them.

What did you do so well?

“We actually started out by saying that it would be fun if we got acquired by Airbnb. They were a huge source of inspiration for us. On top of that, we placed a strong emphasis on design. It was crucial for us that everything looked great and that the user experience was top-notch. Our brand had to be razor-sharp.

That’s why we prioritized investing in branding from the very beginning, and we thought internationally from day one. I think that’s incredibly important.

One of the biggest challenges for Danish companies is what I’d call a ‘small-country syndrome’—or maybe even Janteloven. It’s not just about communicating in English; that’s just a hygiene factor. It’s about having an international mindset, particularly in building relationships. Early on, we brought in an advisor—a Dane who had lived in Silicon Valley for many years—to join our advisory board. If you don’t position yourself for luck and opportunity, it won’t happen. And one way to do that is by staying curious beyond your own borders.”

After Airbnb and Gaest.com, you decided to start fresh and create Landfolk. What’s the mission behind Landfolk?

“We started with seven co-founders – all former Airbnb employees. That allowed us to get quickly up and running with the important things. The mission was to build a new marketplace in a space where we could create a large business, even just in Denmark alone.

We felt that other marketplaces, including Airbnb, had become too complicated to use – it took too long to find the cool places. The idea came from a love for staying in holiday homes, but also from a personal frustration with how dull and uninspiring the experience often was when trying to find and book a unique summer house.

Our platform needed to be more curated – within ‘affordable luxury.’ We wanted to build a stylish brand and a tech platform that we own and have control over. That was the simple analysis.”

Where is the company now after four years?

“Without a doubt, we’ve proven our worth. We have a ‘product-market fit,’ which we can see in all our key metrics and the value the marketplace generates. We really score well on satisfaction surveys from both hosts and guests, on Trustpilot as well as our internal system. That’s crucial for a company like ours, and I’m really proud on behalf of the entire team.”

What are the ambitions for Landfolk?

“Now we need to test whether this can work outside Denmark’s borders as well. We know it works in Sweden, Norway, and Germany. Now, we’ve started with France and Italy. Southern Europe is an important part of Europeans’ holiday mix, so it’s a key market for us.”

Can you give a prediction of where you’ll be in 2-3 years?

“I think in 2-3 years, we’ll have more than just a few countries on the platform. Additionally, we hopefully will have grown 2-3-400% in bookings and most other key metrics. We’re 60+ employees now, and what’s fascinating about it is that as we scale and grow, we don’t necessarily need to hire at the same rate as we did in the early years. Our tech platform handles a lot. So, we don’t need to have the same number of people to open new countries as we were used to. That’s pretty interesting.”

Where do you keep finding your drive from? Why do you keep going?

“Fundamentally, I just think it’s great to create something. It’s not because I want to compare myself to a writer or an artist, but to have an idea, start with a blank slate, and get more and more people to believe in that idea – it’s a classic creative drive where all growth starts with a small seed. I find that fascinating.

What I’ve gotten better at is enjoying the day-to-day operations. I think that’s an important lesson as you get older. Both Anders and I struggled with that earlier. There were always great ideas that we almost simultaneously shouted ‘YES!’ to. We haven’t even talked about our hotel venture in Nigeria – we’ll save that for another day.

But when I get up in the morning, it’s always with the mindset that we need to do it just a little bit better than yesterday and take care of our culture. That it always lives on and moves in a direction that’s good for our people and the business. I think that’s fun.”

What inspires you personally?

“I think the most important superpower in life is curiosity. It makes us better employees, leaders, and people in general. I believe it’s fundamental to us.

That’s why I read a lot of media, listen to podcasts, talk to tons of people, and have many meetings with folks who ask if they can come by. So I spend a lot of my day soaking up information or talking with people. I love hearing about other people’s businesses.

Right now, I’m reading Piet Hein’s autobiography. I really recommend it. Two volumes, 700 pages. He lived the wildest life. He’s a great example that curiosity is absolutely essential to creating. He knew people like Niels Bohr and Albert Einstein. He regularly had coffee with Karen Blixen. What an incredible life that must have been in 1930s and 40s Copenhagen.”

And that’s a whole different story. We look forward to following Landfolk on dontt.dk.

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Conversation with Jacob Lauesen, CEO of F.C. Copenhagen

At the beginning of each year, we’ve built a tradition of sitting down with F.C. Copenhagen’s CEO, Jacob Lauesen. It’s not necessarily a status update, but rather a conversation where we zoom in on key developments and his highly ambitious approach.

In previous talks, he has shared thoughts on the women’s team before the project was even official, the responsibility of being part of Copenhagen, and the club’s impressive spectator growth.

This time, we reflect on his more than 1,200 days at the helm of FCK – a period marked by transformation, including a significant increase in internationalization. And it’s not just about translating from Danish to English; it’s a whole new approach to driving the club forward.

We met with Jacob Lauesen for a conversation at Parken in Copenhagen.

Photo series by Frederik Valentin for dontt.dk

Jacob, you’re approaching 1,200 days as the CEO of F.C. København. Before that, you were responsible for several commercial functions in the club, and you’ve experienced everything from pandemic-related shutdowns to record-breaking financial surpluses driven by commercial growth and Champions League success. That story has been well-documented.

But how do you personally feel your role has evolved since December 13, 2021, up until today?

“As you mentioned, we’ve gone through vastly different periods—from the lockdowns during the pandemic to a growth journey that exceeded our wildest expectations. When Allan Agerholm stepped in as Executive Chairman, I spent a lot of time discussing the development of Parken and FCK with both the board and ownership. We talked about our ambitions, but even more importantly, where the CEO’s mandate actually lay.

Looking back on that process, I have no doubt that it was crucial to our growth. I have always felt secure in my mandate from the board and ownership—for me, it was essential to have the right to take initiative as CEO.

To be more specific, we made a key structural change. Previously, the CFO, IT, and HR functions did not report to a CEO but directly to the board.

That created too many ‘dependencies’ when it came to executing a strategy, at least when I look at past CEOs in this club. It wasn’t about the individuals but the structure itself.

That is no longer the case, and it was a crucial part of our process. So my role has evolved gradually, but very much in line with the plan we set. That included a generational shift and assembling my own team.”

If you had to highlight one of the most important things you’ve learned as CEO of F.C. Copenhagen, what would it be?

“That’s a big question because I’ve certainly learned a lot. But I’ve spent a great deal of energy learning how to lead upwards. It’s a unique setup to have 14,000 owners (editor’s note: shareholders). There are probably shares being traded as we speak. But ultimately, it’s still a small group of people who can form a majority on how this company should be run.

Managing stakeholders has been a crucial part of the job and something I’ve spent a lot of time on as CEO. It’s an important task, but it also means there’s less time for other things – for example, daily interactions with employees. That has required some adjustment on my part. I haven’t always been the same ‘Laue’ as before, when I was closer to operations and more involved in the finer details.

At the same time, I encountered areas that, in my opinion, had been stagnant for far too long. That’s where the initiative I mentioned earlier really comes into play. It’s about presenting well-developed business and development cases to the board – not just ideas, but concrete plans that can take F.C. Copenhagen and Parken from A to B. Every time I’ve done that, I’ve been met with support, and I have very, very rarely – perhaps never – received a no from the board or ownership.”

One of the most significant developments has been your strengthened international commercial profile. Has this also been reflected in your recruitment of new employees?

“We have never been in a situation where we deliberately chose one candidate over another solely because of an international profile. However, it has naturally turned out that many of those we have hired possess that dimension.

What matters most to us is the ability to interpret data – you don’t need to be a data expert, but you also can’t be a data denier. A data-driven mindset is essential. Additionally, we must look far beyond Copenhagen if we want to match our international competitors.

So, the answer to your question is that this development has come naturally in line with our growth.”

How do you view F.C. Copenhagen’s position from an international perspective?

“One thing is the international followers, but the most thought-provoking aspect is that Facebook is the only social media platform where F.C. Copenhagen has more Danish than international fans. On all other platforms, international fans dominate. This creates an interesting paradox in our ‘We are Copenhagen’ strategy, which is deeply rooted in the local community. On one hand, it’s about bringing the city even closer to the club. But at the same time, that very approach – with strong local roots, a unique fan culture, innovative business models, and a focus on young players – has made us significantly more interesting internationally.

Right now, we are working on further strengthening the strategy, and I’ve had discussions with about 20 international clubs. What’s remarkable is that several of them – clubs that may be smaller than us, but which we traditionally have looked up to – have started to take F.C. Copenhagen as a role model. Especially other capital city clubs in Europe see us as a guiding light in their own strategic development.”

“Coming from a capital city and cherishing it – like our collaboration with ‘Hus Forbi’ – is not just about local anchoring, but also about internationalizing Copenhagen. It’s precisely that Copenhagen identity that makes us interesting globally. If you look at our reach, we are a regional giant in Scandinavia, but both our merchandise and ticket sales show massive interest far beyond Denmark’s borders. For a single derby, we had ticket buyers from 48 different countries. That’s why ‘your question’ plays a significant role in our efforts to strengthen the strategy.

We’ve analyzed all the ‘Top 50 clubs’ in Europe – clubs that are globally recognized brands. While most of them rely on their historical position, we are still writing ours. Most of them have a trophy with a ‘UEFA’ logo on it – something we still have yet to achieve. We are the youngest in that group, coming from a small league, which on paper is a disadvantage. But our strength lies in being more agile – and in coming from the world’s coolest city.”

A good example of your development is the partnership with Adidas, where you are now among their top prioritized clubs. How did the collaboration come about?

“The biggest difference between being a major national partner with Adidas and being a global partner, as we are now, is the design process. When we create a jersey from scratch, we are now working at a completely different level – which we already proved with the green jersey, which marked the beginning of the new agreement with Adidas.

But an equally crucial difference is the distribution. In the past, we had to finish the jerseys in Denmark, which made international expansion almost impossible – or at least economically unrealistic if the jerseys had to be shipped back and forth across continents.

Now, as a global partner, our jerseys are produced and distributed directly through Adidas. This opens up entirely new opportunities for us. Right now, our products are sold in 25 stores worldwide, but the real success is not just measured by where we get placement – but whether the products actually sell. We need to be able to deliver key figures on par with clubs like Celtic, Ajax, PSV, and Benfica.

The ultimate test is demand in the stores, and right now, the numbers speak for themselves: Our jerseys are completely sold out everywhere. I can’t disclose the exact sales figures, but they are on par with the lower-end or mid-tier clubs in the Bundesliga.”

You are, of course, working towards the opposite, but could this growth continue if you miss the championship or Champions League for several years in a row?

“I can’t comment on financial figures that haven’t been publicly released, but if you look at our publicly announced expectations, we’re commercially at the same level. The main difference lies in the TV money. All other figures are on track, despite comparing a season with the championship and Champions League to a season with 3rd place and the Conference League. I might have expected this to take the edge off this year, but it turns out we’ve been able to maintain the level. How many years we can keep it up is hard to say, but there is of course a limit.

If you look at the 10 years before I came to the club, there were 7 championships and 3 participations in the Champions League, yet the development was still on the decline. So, there is a connection, but I don’t think it’s as significant as many believe.

It’s also remarkable that our women’s team sells more jerseys in the 2nd division than Brøndby and F.C. Nordsjælland do in the Women’s League – and probably more than some Superliga clubs.

The toolkit here is much more sophisticated than before. It extends far beyond just winning championships or handing out free tickets.”

How do you look forward to the rest of this season?

“We’re still in three competitions. We’ve already had over 30,000 in Parken, and that will happen many more times leading up to the summer, where we hopefully stand with the championship. The women’s team is on the verge of a potential promotion, and we’ve just introduced a 5th main partner in Andel.

It’s a very ambitious partnership where they will help us move the entire place in a greener direction. We need to become a more sustainable company in a smart way.”

And we will continuously follow along on dontt.dk

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In October 2024, we shared that Nordic Strong had set its sights on New York to expand its concept, The Nordic Trainer – a machine built on Nordic training principles. Back then, the plans were still on the drawing board, but the ambitious team behind the brand hasn’t wasted any time. Now, the location is secured, and Nordic Strong is ready to take its next big step in the U.S.

We spoke with co-founder Nicoline Roth about what lies ahead before their American adventure truly begins.

Nicoline, let’s start with the obvious. How far along are you with the New York dream?

“We have just signed the contract for our flagship Nordic Strong studio in New York! The studio will be located in the Flatiron District, and we expect to open right after Labor Day in September. In addition, we have secured a summer pop-up in the Hamptons from Memorial Day in May to Labor Day in September. The pop-up will be in Sag Harbor, where we will host workouts and events all summer to build a community in the U.S. and create awareness around our training before the grand opening in September.

It has been a long process, but now the dream of bringing Nordic Strong to New York is becoming a reality. We can’t wait to take our unique training concept from Nordhavn to New York.”

What made this location the perfect choice?

“Flatiron has always been our dream location. The area is known as one of the key hubs for fitness and wellness in New York, with a high concentration of boutique fitness studios, sauna and longevity concepts, and major sports brands.

At the same time, Flatiron is centrally located in Manhattan, with a strong mix of residential and office spaces, ensuring a solid customer base throughout the day. Since our studio will have direct street access, we’ll also benefit from high visibility in one of the most attractive areas of New York.”

How has the process of finding the right location been? What have been the biggest challenges?

“It’s been a long and intense process! We’ve spent about a year finding the perfect spot and have looked at around 40 different locations—some even outside of Flatiron.

In New York, a single block can make a huge difference when it comes to commercial leases, so we’ve been extremely thorough in our selection. We’ve mainly focused on street-level visibility, proximity to other relevant fitness and wellness concepts, the size of the space, and the ability to optimize the use of the space in relation to the rent per square foot, which, as you can imagine, is much higher than in Denmark.

We’ve partnered with an expert in the field who’s been guiding us through the process. That’s been absolutely crucial. We really feel like we’ve found the perfect location and can’t wait to open the doors!”

What are the next steps leading up to the opening?

“There are several parallel processes underway right now: We have an architect team working on designs based on our concept, so we can apply for the necessary building permits. At the same time, we’re planning our Hamptons pop-up and a few other pop-ups in New York in the coming months, while also working on exciting collaborations with other brands. We’re also in the process of building the team that will be part of the studio when we open. There’s a lot of work ahead of us, but we’re full steam ahead, and it’s going to be an incredibly exciting process!”

How has the response been from potential members and partners in New York?

“I’m truly overwhelmed by the incredibly positive response we’ve received! The Nordic region is generally very popular in New York, and many people find Nordic Strong to be an exciting and unique training concept. At the same time, I’ve met so many people who simply want to help us get off to a great start.”

What are you bringing with you from Copenhagen—both in terms of the concept and the lessons you’ve learned?

“Opening in New York would never have been possible without first running our studio in Nordhavn. We’ve learned so much about the concept, what works, and how to best operate a studio. The experience we’ve gained in Copenhagen gives us a strong foundation to create the right experience in New York. We know how to adapt the training, how to best engage our community, and which elements make Nordic Strong unique.”

What does this milestone mean to you personally—and what are your ambitions for Nordic Strong moving forward?

“Opening a Nordic Strong studio in the U.S. has been my dream since we started, so this is a huge milestone! Even though we’ve ‘only’ signed a lease, it’s a crucial step toward something much bigger. The real challenge now is to get the studio open, generate buzz around it, and, of course, make it as successful as our Nordhavn location once it’s up and running. There’s an enormous amount of work ahead of me this spring and summer, but I’m excited about every part of the process—and most of all, to get New Yorkers hooked on our training!”

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When the Joe & The Juice group soon presents its 2024 financial results, it will show a nine-figure million-dollar profit on the bottom line. This comes alongside a top-line growth of up to 20%. Achieving such strong numbers is an impressive feat, considering all the new bars and markets the “juicers” have opened over the past year.

At the same time, the company now employs more than 5,000 people worldwide.

But it doesn’t stop there. Speaking to Finans, CEO Thomas Nørøxe has just revealed that the company aims to have 1,000 stores by 2028, which would mean more than doubling its current footprint. He doesn’t rule out the possibility of direct acquisitions.

He explains:
“We are open to acquisitions in specific markets. It could be entire chains or a certain number of units that we acquire. The important thing is which locations we get as part of the deal. That’s what we’re interested in.”

There has previously been speculation about a potential IPO for Joe & The Juice in 2025, but the CEO now dismisses that:
“Not this year. We will use 2025 to prepare for an IPO and focus on our organization, which we are heavily investing in right now. We’re getting bigger and bigger and hopefully becoming a more attractive case. We still see an IPO as a clear opportunity.”

He expects the listing to take place in New York, partly due to the American ownership (General Atlantic) but also because of comparable chains such as Starbucks.

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