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My Non-Negotiable Mindset started with exercise, or more accurately, with not wanting to. That moment of resistance became a turning point in how I show up and follow through. I wasnt lazy or undisciplined. I was human. And thats when it clicked: if I only exercised when I felt like it, Id never do it often enough to matter. So I made exercise non-negotiable, like brushing my teeth or showing up to teach a class. This commitment was to myself. No mood checks. No internal bargaining. No excuses. Four times a week, minimum. That was the contract. What changed wasnt just my behavior; it was my identity. My thinking shifted from I need to exercise to Im the kind of person who exercises. Commitment replaced motivation. Routine replaced inspiration. Once that clicked, I started applying the same logic everywhere I noticed myself negotiating. Why was I waiting for the perfect moment to write? Why did a project I already knew mattered require inspiration before action? What began as a personal experiment became something I couldnt help but share. Years later, when I introduced this mindset to faculty I mentor through a national design-writing fellowship, it clicked for them, too. One day, I casually mentioned that I sometimes write on my laptop while on the elliptical or stationary bike. The room went quiet. Their expressions hovered somewhere between disbelief, admiration, and curiosity. We’ve been conditioned to believe meaningful work requires perfect conditions. It doesnt. It just needs to happen. Not long after, I started hearing the same question on repeat: How do you get so much writing done while working full-time and parenting? The answer wasnt superhuman discipline. It was decision designdeciding once, then removing the debate. High performers dont rely on motivation; they make decisions their Future Self wont regret. They design hesitation out of their day by asking one simple question before important choices: Will tomorrows me thank me for thisor have to clean up after it? The hidden cost of hesitation Most productivity systems treat hesitation as harmless. It isnt. Every small internal debateShould I start now or later? Email first or focus?drains cognitive energy before meaningful work even begins. You dont just lose minutes. You lose momentum, follow-through, and the ability to act decisively when it matters most. In organizations, this shows up as delayed launches, deferred decisions, and teams waiting for clarity that never quite arrives. This is why capable, motivated professionals struggle to execute: not because they lack discipline, but because they burn cognitive bandwidth negotiating instead of doing. The Non-Negotiable Mindset The solution isnt more motivation. Its fewer decisions. The Non-Negotiable Mindset eliminates hesitation by turning essential actions into pre-commitments: decisions made once and executed automatically. When something is non-negotiable, theres no internal debate. You just do it. Most habit advice says to start small and repeat until the behavior becomes automatic. The Non-Negotiable Mindset reverses that logic. Automaticity comes first, not last. You block time on your calendar, show up, and act. An author writes because thats what the writer version of herself does. An entrepreneur schedules investor outreach every Tuesday morning because their Future Self needs those relationships built. These people arent more disciplined than everyone else. Theyve stopped asking permission from their present-moment selves. Weve been trying to solve a systems problem with motivational tools. This mindset flips that equation. Why Future-Self thinking beats willpower What makes this approach stick isnt grit or self-control. Its perspective. Your Future Self isnt a distant stranger. Its you, living with the consequences of todays choices. Research by psychologist Hal Hershfield shows that the more connected people feel to their future selves, the more likely they are to make wise, long-term decisions. But the real shift happens when you dont just think about your Future Selfyou decide as your Future Self. Non-negotiables arent arbitrary rules. They are actions anchored to identity, not momentary comfort. When you ask What would my Future Self do? follow-through stops feeling optional. The decision is already locked in. A four-step execution framework You can implement the Non-Negotiable Mindset immediately: Identify what matters to your Future Self. Choose actions that compound over time. Not everything deserves non-negotiable status. Focus on the critical few. Systematize only what truly moves the needle. Automating everything creates rigidity. Act consistently, not reactively. Systems run whether you feel inspired or not. Consistency beats intensity. Make it non-negotiable. Remove the option to delay or debate. Flex the method if needed, but honor the commitment. When action becomes automatic, you free mental energy for creativity, judgment, and strategic thinkingthe work humans still do better than machines. Why this matters now In 2026, competitive advantage will belong less to those with the best ideas and more to those who act on them consistently while others hesitate. As AI absorbs routine cognitive labor, human value increasingly depends on what machines cant yet replicate: discernment, prioritization, and action under uncertainty. Your Future Self is building a company, leading a team, or creating meaningful work. That person needs you to act on what matters, now. This mindset isnt about hustle. Its about protecting what moves the needle from the daily erosion of indecision. Its productivity designed for the attention economy, where the scarcest resource isnt time, but the clarity to use it well. What to do today Think like your Future Self right now. Pick one action youve been negotiating with yourself about, something important youve been meaning to get to. Ask yourself: Six months from now, will I wish I had started today? Then decide once. Make it non-negotiable. Set a time. Remove the debate. The only question is whether you’ll decide as the person you are today or the person you’re becoming. Stop negotiating. Start doing.
Category:
E-Commerce
Hello and welcome to Modern CEO! Im Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. I recently celebrated my 56th birthday, and Im feeling my age. Not because Im slowing down (which I am), but because I feel increasingly removed from the passions, peeves, and predilections of Gen Z and Generation Alpha. This matters, as young people shape popular and workplace cultures, and their tastes drive big swaths of consumer and tech spendingall things Inc. and Fast Company cover. To help me figure out how to stay tuned into their wants and needs, I asked six executives to share their strategies for staying ahead of the youth culture curve. They shared some interesting initiatives and resources in the edited insights that follow. Craig Brommers, chief marketing officer, American Eagle At AE, we have a Gen Z panel, a group of our key consumers between the ages of 15 to 25 that help us test everything we do. They are excellent sounding boards for key marketing initiatives, product decisions, partnerships, and more. They help to drive insight into the consumer and also allow us to figure out what matters most to the people shopping our brand. We also have a very large network of creators we work with at any given time. They are not just making content for us; they are teaching us. From the biggest macro influencer down to the most micro, the more creators we are working with the more patterns and trends we have seen emerge, even before they hit the mainstream feed. Jackie Jantos, CEO, Hinge I try to be very intentional about surrounding myself with folks whose lived experiences are different from my own, so Im always learning. Humility, curiosity, and listening go a long way. I love newsletters, Substacks, and fictionWilla Bennett, Casey Lewis, Shit You Should Care About, The Audacity, and Sylvains Progress Report are a few people and places I regularly return to for inspiration. Im [based] in New York City, so I get to walk the streets and ride the subwayyou can learn a ton just from being out in the world and paying attention. But best of all, is this incredible Hinge team. The shortcut to staying current is to surround yourself with people different from you. The education and inspiration unfolds on its own. Kory Marchisotto, chief marketing officer, E.l.f. Beauty My intention word is Shoshin [a Buddhist term] meaningfully chosen to remind me to wake up each day with a beginners mindset. Staying current is about showing up curious, staying grounded, and engaging with total presence. At E.l.f., 78% of our employee base is Gen Z or millennial, so culture is in the room with me every day. I am also an active member of our community. Its me responding to every comment on LinkedIn, engaging in director dialog equally on TikTok lives, in social comment pools, and alongside the shoppers at shelf. Tuning E.l.f. into what gives people energy is my rocket fuel. Every conversation, every story, every connection is a new star in my constellation. Its zero distance between me and the community we serve. Maureen Polo, CEO, Hello Sunshine Our Sunnie Gen Z Advisory Board functions as both a cultural council and a co-creation engine. Theyre not a focus group; theyre collaborators who act as cultural translators between lived youth behavior and brand and creative strategy. We engage this group through regular working sessions, collaborative projects, and early-stage creative reviews. They help surface emerging trends, challenge assumptions, and shape concepts before theyre finalized. With our brand partners, we collaborate on insight, not just activation, using shared learnings to co-create platforms that feel culturally meaningful and deliver unforgettable consumer experiences. This is how weve approached building Sunnie and Sunnie Reads alongside partners like E.l.f. Beauty, If/Then, an initiative of Lyda Hill Philanthropies, Purdue University, Victorias Secret Pink, Invisalign, and Coach: grounding creativity in real youth insight, inviting the audience into the process and building ecosystems rather than campaigns. Josh Rosenberg, CEO and cofounder, Day One Agency Nearly 40% of the Day One team is Gen Z, and I learn so much from each of themwhat they read, watch, and listen to, where they hang out and travel, how theyre embracing adulthood (or not!). We also host a youth insights focus group called Group Chat. Its a Slack community made up of 75 Gen Zers from across the country who share their perspective on trends, headlines, or specific client askstheir thoughtful answers are an invaluable part of how we know what young people are actually thinking about, focused on. And then my other youth culture go-to is our good friend Casey Lewis, who tirelessly reports upon both Gen Z and Alpha in her daily After School Substack. We recently published a report on Gen Alpha in collaboration with Lewis. Jane Wakely, chief consumer and marketing officer, chief growth officer, international foods, PepsiCo For me, scrolling TikTok or Insta remains the fastest way to understand whats resonating, whats becoming a trend, whats already passé, and what people are quietly rolling their eyes at. Looking for the weak signals and using data and tech to help create real foresight is key. I also have college-aged kids, which is maybe the most authentic insight you can have. They have no tolerance for anything that feels try-hard or inauthentic, and just listening to how they talk, what they buy, what they share, what they laugh at, and what they ignore is incredibly insightful. Seeing through their eyes is so powerful. At PepsiCo, we pair our instinctive read with constant cultural listening and rapid signal-sharing. Our teams are always tracking whats bubbling up across social, sports, entertainment, and creator ecosystems, looking for momentum: whats accelerating, whats losing energy, and where sentiment is shifting. Those signals move quickly across our organization so our brands can make real-time decisions in how we show up in cultural moments, which creators we partner with, and how we adjust creative, media, and experiences. Keeping up with Gen Z and Gen Alpha culture How do you keep current on youth culture? And what trends are you watching in 2026? I asked Brommers, Jantos, Marchisotto, Polo, Rosenberg, and Wakely to share their top trends, and Ill publish themalong with reader insightsin an upcoming newsletter. Read and watch more: understanding the next generation Managing Gen Z: Fast Companys 143-point guide for leaders What Gen Z really wants at work Gen Alpha may find the workplace even tougher than Gen Z does
Category:
E-Commerce
A few leftover donuts may not seem like a major problem, but for a fast-food operation with nearly 100 stores, unnecessary waste can add up to serious costs. To better predict donut demand, a Knoxville, Tennesseebased Dunkin franchisee, Bluemont Group, has rolled out an AI system called DoCast designed to cut waste while keeping popular flavors in stock. Developed in partnership with restaurant AI company PreciTaste, the system uses in-store cameras to track inventory in real time and forecast demand for each type of donut. Those predictions factor in recent sales, weather, seasonal patterns, holidays, days of the week, and major local events such as college football games. So far, the companies say, DoCast has reduced donut and Munchkin donut hole waste by up to 25%, lowering costs while ensuring top-selling treats stay available. Adjusting the product mix based on what the cameras are monitoring, I think that’s one of the sweet spots for this technology, says Moritz Illi, PreciTastes head of product development and lead on the DoCast project. Bluemont operates about 99 Dunkin locations across multiple states, with donuts delivered to individual stores daily from a central bakery. Any unsold donuts are tossed at the end of the day, and before rolling out DoCast about seven months ago, the company saw an average of just under $100 per waste at each store per day, says Margo Hughes, Bluemont’s director of business services. That adds up to more than $3 million in discarded donuts each year, Hughes says. Even to cut that in half is one-and-a-half-million dollars in savings, she says. Thats a big deal. [Image: PreciTaste] The system combines predictive modeling with image recognition, since workers in busy stores do not log each individual donut that goes out the door, particularly when customers order complex assortments. Hughes says she had read about other AI systems capable of identifying baked goods, including one used in Japan that can distinguish among hundreds of pastry varieties, and realized a similar approach could be trained to tell the difference between an Old Fashioned and a Chocolate Creme. PreciTaste, which got its start in Germany developing AI-powered oven technology that can automatically recognize different items and cook them on the correct settings, already had experience classifying baked goods. They had rolls, and breads, and croissants, and whatever, and these are all brown, says Hughes. So, I thought, surely if they can identify breads, they can identify donuts. The system now captures images of the donut display case several times a day so it can understand how store inventory shifts during the day and also records a definitive count of waste at the end of the day, as excess items are tossed in the trash. Having excess donuts is a waste of money, but running out of popular varietiesespecially early in the dayis also a problem, and even being down to just one of a particular category isnt ideal, since many customers are reluctant to buy the last donut, Hughes says. [Image: PreciTaste] This is where the cameras are so important to assess availability throughout the day that we react quickly to non-performant algorithms based on the product mix, Illi says. The AI still isnt perfecthumans at PreciTaste still supervise and validate the counts, Illi says, and store managers can communicate with the company to override the AIs donut orders and suggest factors the system may be overlooking. Its also still learning from new data about how different factors impact sales. Recent snowstorms led to drastically decreased demand, for instance, and changes in Dunkin product lineups can mean new varieties of donuts the system is unfamiliar with, so human managers may give better sales estimates for them at first. PreciTaste, which offers ingredient prep planning for a variety of restaurant types, holds weekly calls with Bluemont to discuss how the system is performing and how it can best be tweaked. The companies also hope to incorporate other factors that can help with production planning, like understanding which donuts can serve as substitutes for each other. If you want chocolate, youre not going to buy strawberries, Hughes says. Hughes compares the process training the puppy she got around the time Bluemont rolled out the PreciTaste technology: I know that in the long run, all the training and all the investment and all of the time is going to be worth it,” she says, “because we’re going to be best friends for life.
Category:
E-Commerce
It has been two weeks since Winter Storm Fern swept through the United States, and many cities are still busy digging themselves out of waist-high snow mountains. A brand-new building in Antarcticawhere temperatures average 14 degrees Fahrenheit along the coastmight offer some useful insights for a more efficient approach. Perched on the southern edge of Adelaide, an island on the Antarctica Peninsula, the Discovery Building spans two stories and nearly 50,000 square feet. It is clad in highly insulated metal composite panels and topped with a mono-pitch roof that slopes in just one direction, so snow slides right off instead of piling up. [Photo: BAS] Most notably it sports an innovative feature called a wind deflector, which protrudes on the leeward edge of the building (the one sheltered from the prevailing wind) and prevents snow from piling up right next to the building. So far, the system has most commonly been used above doors to clear snow that would otherwise fall adjacent to the building, but the architects say it’s never been used at this scale before. The feature could change the way we design buildings for harsh climates. [Photo: Stle Eriksen] Design for extreme conditions The Discovery Building is located within Rothera Research Stationa center for marine and atmospheric studies and the U.K.’s largest research facility in Antarctica. (The station is famously served by one of the most advanced, icebreaking polar research vessels in the world, the RRS Sir David Attenborough, which itself carries the autonomous underwater vehicle Boaty McBoatface, of internet fame.) [Photo: BAM] For years, the research station was spread across nine separate buildings, meaning researchers often had to navigate between them in blizzard conditions. Now, all functions are consolidated under one (very unique) roof, in a building that acts as the stations nerve center. [Photo: Matt Hughes/BAS] The Discovery Building was designed by British firm Hugh Broughton Architects, which, over the past decade, has a gained a reputation for designing buildings that exist in extreme conditions. In 2013, the firm completed Halley VI, a raised building that sits on a floating ice shelf. Mounted on hydraulic legs with retractable skis, the station was specifically designed to be relocated if the ice shelf showed signs of breaking off, which it did in 2017. The entire base was successfully moved 14 miles inland. Halley VI Science Modules, ca. 2012. [Photo: Hugh Broughton Architects/Wiki Commons] Halley VI, which went on to earn over a dozen awards, led to several commissions in other extreme, isolated environments, including a health center in the world’s most remote island, Tristan de Cunha, and Juan Carlos 1, a radial modular research base also on the Antarctic Peninsula. The firm is also currently designing a new building for the Australian Antarctic Division at Davis Station in East Antarctica. What keeps bringing Broughton back to such punishing conditions? #8220;The briefs are interesting and challenging,” he says of the requirements and constraints such projects often demand. Over the years, Broughton has gained an understanding of the challenges that come with harsh climate of the Antarctic, but every site, he says, continues to bring with it its own set of complications and peculiarities, whether those are topographical, climate-related, or simply differences in the way the building is used. “I must admit, when we first started on Halley VI, I thought ‘is there any chance for a cookie-cutter approach here?’ But there most definitely isn’t,” Broughton says. “Every site has its own idiosyncratic, environmental, but also cultural and social challenges.” [Photo: Matthew Scott /BAS] The wind as a resource In the case of the Discovery Building at Rothera, which took six years to build due to the limited construction season (October-March), wind was one of the primary challenges. Lifting the building on stilts, like the architects did at Halley VI, would have helped the wind blow underneath the building and chase the snow away from it. But the building’s requirementswhich called for workshops and science offices, a heating and power plant, a health facility, and stations that could serve as a launchpad for expeditions in the fieldmade it too heavy to be lifted. The need for constant vehicle access to stage expeditions also meant the building had to sit on the ground. The architects had to find another way to prevent snow from building up. To understand snow behavior in those particular windy conditions, Broughton’s team worked with Canadian engineering agency RWDI, which conducted detailed wind and snow modeling studies. It was RWDI that introduced Broughton to wind deflectors, which look a bit like angled metal fins and function like aerofoils in Formula One cars, redirecting airflow to work with the building rather than against it. [Image: BAS] By channeling wind down the facade and along the ground, the deflector transforms what would normally be a liability into an asset that actively clears snow. This means the building remains accessible, but also that snow doesn’t pile up right up against the facade, which could lead to damage. In a climate where blizzards can last for days, a wind deflector reduces the amount of effort needed to clear the snow, as well as the fuel required to power the snow plows. “There’s both a resource and a carbon cost,” says Broughton. [Photo: BAM] Lessons from Antarctica There are currently 70 permanent research stations dotted around Antarctica, representing 29 countries from every continent on Earth. Many of these stations were built in the late 1950s, after the explosion of polar research that took place during the International Geophysical Yearan 18-month global scientific collaboration that involved more than 60 countries conducting coordinated research on Earth. After an initial renovation period in the ’80s, many of these buildings have been reaching the end of their lifespan. This, combined with an increased emphasis on climate change research, is leading to what Broughton calls a construction boom on the Antarctic Peninsula. “There’s also a geopolitical aspect to it,” he says. “Everybody wants to have a presence.” Antarctica is not under the sovereignty of any single country and is regarded as the “international continent.” Over the past few decades, scientists have become better at understanding how wind blows and snow drifts around a building, and as a result, Broughton’s team has become better at responding to these challenges. He thinks these lessons can carry over to the urbanized world. [Photo: Matthew Scott /BAS] As climate change reinforces the strength and frequency of extreme weather eventslike Fern in the U.S., and Storm Goretti in Europecities are scrambling to mobilize resources and clear snow. (New York City, for example, converted garbage trucks into snowplows.) Broughton believes that buildings where winters are harsh and winds are strong could benefit from relatively low-cost systems like wind deflectors, but he says there are other lessons architects can borrow from Antarctica. These include focus on thermal efficiency by favoring air-tight envelopes instead of relying on heating, as well as efficient planning that means you’re achieving more with less built space. “There is a whole raft of principles that are applied to these buildings by absolute necessity that could be applied more by choice in a more temperate environment,” he says.
Category:
E-Commerce
Fashion weeks around the world are dominated by four main shows: New York, Paris, Milan, and London. But in 2020, Copenhagen Fashion Week (CPHFW) made a bold move that helped it garner attention. It launched a framework with nearly 20 sustainability standards that fashion brands must meet to participate. The choice came at a time when fashions sustainability practices were under increased scrutiny. Every year the industry contributes up to 10% of global carbon emissions, pollutes billions of cubic meters of clean water, and produces metric tons of textile waste. [Photo: James Cochrane/OperaSport] Copenhagens fashion week was applauded for its forward-thinking approach. However, over the next few years, that facade started to crack. Brands that had helped establish Copenhagen as an up-and-coming fashion mecca departed for bigger fashion weeks (see Ganni and Cecilie Bahnsen). And its sustainability claims came under fire. This year marks the 20th year of CPHFW, and with the anniversary, the city and its fashion scene are ready to double down on the idea that Copenhagen is one of the best cities for sustainable, emerging fashion. The sustainability debacle Danish anti-greenwashing specialist Tanja Gotthardsen and the Danish Consumer Council (Forbrugerrdet Tnk), as well as consultancy firm Continual, brought a complaint to Danish Consumer Ombudsman (that overlooks marketing and consumer protection laws) against CPHFW and some of its participants for greenwashing. It alleged the days-long Danish fashion event made misleading claims about its sustainability requirements, and the brand Baum und Pferdgarten admitted to failing to meet its pledge against polyester. While there could have been severe ramifications from the complaint, the Ombudsman ultimately dismissed it since CPHFW is not directly consumer facing and instead gave something of a warning to strengthen its oversight. [Photo: James Cochrane/OperaSport] The dialogue with the Ombudsman was constructive and valuable, and it has allowed us to stay focused on further developing the Sustainability Requirements as a strong screening and development tool for the fashion industry, Cecilie Thorsmark, Copenhagen Fashion Week’s CEO, tells Fast Company. As a result, the Fall/Winter 2026 season saw two new minimum standards focusing on circular design principles and responsible purchasing practices, and overall, the bar has been raised across the existing Minimum Standards taking many of them from a commitment level to an actual implementation level. It maintained its green reputation within the industry, too. Its important to acknowledge that the most sustainable choice would be to not make new clothes, but thats not realistic. CPHFWs framework aims to tame the beast, encouraging upcycled materials, decreasing virgin plastic-based fiber use, and having transparent supply chains that arent fueled by exploited labor. For many designers gunning to show at CPHFW, this culture determines how they design, and they often work to incorporate framework tenets into their brand from day one. [Photo: James Cochrane/OperaSport] It was very important for us that we had a thoughtful production from the beginning, OpéraSport co-founder Awa Malina Stelter says. The contemporary womenswear brand, which she created in 2019 with Stephanie Gundelach, met the framework and survived the screening by CPHFW partner Rambll on the first try. The impact of the sustainability-aware culture is also evident for Forza Collectives Kristoffer Kongshaug. Four years ago when he started the brand, the founder and creative director says, It was a given that if you were to start a brand, it had to be sustainable. You’re not doing it right if you leave that out of the conversation. Secondly, I wanted to be a part of the [CPHFW] calendar. Exits and homecoming This go-round, some homegrown talent made a return. For the Fall/Winter 2026 show season, CPHFW debuted a homecoming slot, specifically targeting Nordic talents thatleft CPHFW to calendars in other cities. Brands returning to the event act as proofpoints that CPHFW can indeed help launch an emerging brand, and it remains a valuable place to keep growing. Oslo-born ready-to-wear label Holzweiler led in the inaugural spot, after a few years hiatus away from Copenhagen while showing at London Fashion Week. Andreas Holzweiler, co-founder of the label, says the team worked closely with Thorsmark for the return. There was a shared understanding that returning should feel meaningful, not symbolic, he says. [Photo: James Cochrane/Holzweiler] Leaving Copenhagen wasnt about stepping away from the platform itself, but about following a natural progression at the time. London offered a different scale and challenged us in new ways, Holzweiler tells Fast Company. What brought us back was clarity. After taking time to strengthen the brand internally, Copenhagen feels aligned again with where we are today. Its scale, he adds, feels best right now for the brand to cut through. Thorsmark doesnt take brands leaving the schedule as an insult. [It] underlines that we have built a platform that allows these brands to grow and thrive, which we are incredibly proud of, as well as being proud of these brilliant brands themselves, she says. For other brands that have left the schedule and not returned to it, some have found ways to still have a CPHFW presence. Ganni, for example, put on an event with Disney. Leaving the schedule is often a business question and more about getting in front of the right people to sell the pieces and create culture. Staying or returning to CPHFW signals the right people are more consistently showing up in the Scandi city. More than a launchpad CPHFW is becoming a platform for emerging brands to startand stay. Its always been where you can go and see the cool kids, Forza Commercial Strategy Head Ariana Milton says. This is aided by the fact that the org is dedicated to emerging talent through programs like its Newtalent directive, which launched in 2022 and provides three seasons of support, including money, mentorship, and more. [Photo: James Cochrane/Forza Collective] Its “One to Watch” label also helps the industry know who to keep an eye on. This all helps brands find their footing, and then what? Historically, they leave. Five to ten years back in Copenhagen, it had always been like that the brands that grew big enough to leave would eventually do it, Kongshaug explains. [But] if we keep up the pace and the level of fashion that comes out of the city right now, there would probably not be any reason to leave because the right people are here. The exposure is here. Today, honestly, the platform is here. [Photo: James Cochrane/Forza Collective] For young brands like Nicklas Skovgaards eponymous line, founded in 2020, Copenhagen is home. Its where he feels most creative and where he wants to stay. Plus, it seems to be working for the balance sheet. His womenswear label is already in several stockists across Europe, Asia, and the U.S. Another way it’s supporting its designers and new talents is by working more closely with the Copenhagen International Fashion Fair (CIFF), which takes place at the same time bi-annually and has expanded over recent years. [Photo: CIFF] To CIFF Director Sofie Dolva, the two groups fates are intertwined. For both to succeed, and help boost Nordic fashion brands, its important they keep working together. The key is to be close and to coordinate also with the schedule across so you get the right mix, according to Dolva, whos been at her post since 2022. Both for us and Copenhagen Fashion Week, it is really important to support the new talents. Without the new talents and new brands showing some innovativeness, it gets boring. Our industry needs excitement and newness. The Fall/Winter 2026 season was an example of how that can be done. Not only did the two orgs host events together and sync on timing so that buyers and press ere in town for both, but many CPHFW designers, including those in the Newtalent program, had booths at CIFF. Two on-calendar labels, Forza Collective and Fine Chaos, even had their runway shows at the fairs massive location just outside Copenhagens center. CIFF also plans to increase its partnerships with retailers, which could have a positive ripple effect on designers looking for wholesale partners. This season, it debuted a partnership with Milans 10 Corso Como, hosting a mini version of the conceptual store at the trade fair. Dolva says she wants to go from a transactional relationship to a more partnership level [with retailers] because if we don’t work together, we will not win together. [Photo: James Cochrane/Holzweiler] For a homecoming Holzweiler, its about what you can get in the Danish city that the others, like Paris and London, cant offer. Copenhagen operates at a different scale, he says. It allows for more focus and continuity around the collections, which can be valuable depending on where you are as a brand. Both [larger and more intimate] contexts matterthey just create different conditions.
Category:
E-Commerce