While the fashion industry experiences marked shifts and an ever-accelerating pace, Mos Mosh stands in a place where the pieces are falling into place. Growth continues, retail is expanding, and soon the entire organisation will be gathered under one roof in a new headquarters – a symbol of a stable and ambitious development in the company.
Since Kim Hyldahl founded Mos Mosh in 2010, the ambition has been clear: to create high-quality clothing with a distinctive fit and strong details. That intention still lives, but what carries the company today is the culture around the work.
In a fashion industry where the pace can be hectic, Mos Mosh has chosen a different approach. They grow steadily and with deep respect for processes and creativity. All decisions are made with a focus on long-term value and decency:
“The last five years have required that you constantly stay on your toes. It is not harder now than before – it is just in a new way,” says CEO David Skjødt, who for 13 years has helped develop the company from within and has 25 years of experience in the fashion industry overall.
Three brands – one mentality
The company today consists of three brands: Mos Mosh, Gallery, and Heyanno, all developed at a controlled pace where there has been no compromise on either quality or culture. Heyanno is the newest venture with a more rebellious and playful approach to fashion, while Gallery creates style-safe styles for men, and Mos Mosh remains the largest and most established of the three brands.
It is characteristic of Mos Mosh that they take one step at a time. It took ten years before the menswear brand Gallery was launched, and wholesale was built and anchored before the company expanded into e-commerce and now retail. It is a patient and consistent development model that reflects the company’s culture and their long-term gaze.
This way of working can also be seen in the numbers. The latest accounts show stable financial progress with a gross profit of DKK 142.8 million and equity of DKK 157.7 million, underlining the company’s robust financial position.
Behind the results is a company where decency in relationships and processes is a guiding force:
“We are good at making the collections relevant and current, while also creating value for money. And it is extremely important to us that customers know what they can expect and get from us,” David Skjødt says.
The right set of values in the bag
Internally, the culture stands as one of the company’s strongest driving forces. Employees stay for years, and new leaders grow from within. Respect and decency mark daily work, and it can be felt in everything from cross-department collaboration to the way decisions are made.
The culture creates stability and calm that enables the company to think long term – even in an industry where pace and time can push companies towards quick solutions. That is why culture becomes not only an internal anchor, but also a competitive advantage in work with collections, markets, and retail expansion:
“In my many years in the fashion industry, I have become wiser. It is partly about how wrong leadership or culture can crush a company very quickly. That is why we pay close attention to making sure our leaders and employees do not have sharp elbows, and that they carry the right set of values with them. We want good interplay, where people feel heard and comfortable. We do not expect perfection, but that you make an effort,” says David Skjødt.
