Over the past decade, Db Journey has evolved from an action sports backpack brand into a broader premium travel company. With the launch of Ramverk Alu, its first aluminium luggage range, the Scandinavian brand is moving further into the luxury-adjacent travel market while scaling operations across Europe and the US. Backed by investors including LVMH Luxury Ventures and Erling Haaland, the company is now focused on international growth, retail expansion, and strengthening its position within premium travel. We spoke with CEO Truls Brataas about brand positioning, operational scale, and building a global business from Scandinavia.
How do you scale a brand with a strong niche identity without losing relevance as you grow?
– We believe the short answer is product focus and community passion. We come from these communities and are part of them. They are built into our DNA. We continue to develop innovation for these specific creative communities and then bring these innovations into our wider product assortment. Our creative communities are our core, and in many ways also our innovation labs. We are also careful not to dilute the brand, which is why our choice of partners, ambassadors, and collaborations is highly curated.
With the launch of Ramverk Alu, you are moving further into premium hardcase luggage. What does this signal about where you want the brand to sit in the market long term?
– Db has been a mix of an outdoor and premium lifestyle brand ever since the initial conception back in 2012. With Ramverk Alu we show our focus and commitment to the lifestyle side of the business, which will become a bigger focus as we scale the brand globally. It also signals that we are on a journey to become even more premium over time.
LVMH Luxury Ventures invested in the company in 2024. What has concretely changed since then, beyond the capital itself?
– Being able to utilise both LVMH’s experience and network has led to faster and stronger decision-making processes. Nothing beats relevant experience when you are building something new.
How involved is LVMH in strategic decisions such as distribution, pricing, or brand positioning?
– LVMH has one board seat and one board observer seat. Beyond that, they are available as advisors whenever we want to discuss a specific topic. It creates a flexible and valuable setup where we can involve them when needed.
You have also brought in investors like Erling Haaland. What role do they play beyond visibility?
– We are fortunate to have very strong shareholders in Db. To be able to work with one of the biggest names in sport is obviously a huge business opportunity, but it is also highly motivating for the team to join forces with other Scandinavians who want to take on the world together with us, both in sports and business.
Db has expanded from backpacks into travel systems and now aluminium luggage. How do you decide which categories to enter?
– For us, business is a mixture of art and science. If something feels right and the business case is solid, we go for it. That also means there are many opportunities we say no to. One thing is clear, though: we are focused on being specialists within bags and luggage, and we do not plan to enter apparel or footwear in the near term.
The press material highlights durability and repairability. How important is product longevity as a commercial strategy?
– Db is the only B Corp-certified hardcase luggage brand that I know of. For us, sustainability is a given. However, our main objective is to earn the customer’s trust over time, and that means product longevity. If you choose a Db product, you should feel that the quality in both design and materials can stand the test of time. Most Db products can also connect to each other through our Hook-Up system, adding more functionality across the range. The Ramverk Alu is also built with a rivet-free construction, meaning all 369 components can be disassembled and replaced individually if needed.
What are the next critical markets for Db, and what needed to be in place operationally before scaling further internationally?
– 2025 and 2026 have been the years where we built the backend for scale. We have brought European sales in-house, established a new US sales agency, implemented a new ERP system, and cleaned up inventory. We now feel operationally ready to scale. Our focus is to protect and nurture Scandinavia while growing in the US and Central Europe. As part of that, we will open our first retail stores in key cities like New York and Stockholm. The next stage after that will be Asia, where we already see very promising signals for the brand.
