Over the past three years, Reternity has taken drastic measures to set the course for the future with a rebranding, the start of the wholesale business and the recent entry of investors. That’s why the Delmenhorst-based streetwear brand ultimately didn’t realize a store planned for Hamburg.
But his own shop has not completely disappeared from the wish list, even if Tom Schmidt would now probably open it in Paris. In the interview, the Reternity co-founder provides insights into the strategy.
Let’s start with a review. How was business going at the turn of the year?
In 2025 we experienced a major change: With Carstensen, we brought an investor on board for the first time – a strong trading and sourcing partner from Hamburg who also produces for Snocks, among others. This was an important move, especially for our supply chain. We have repositioned ourselves there for the future.
Although many fashion brands and direct-to-consumer (D2C) companies struggled at the beginning of 2026, we started with a reasonable first quarter that was consistent year-on-year. Our current focus is not just on growth, but above all on brand building, awareness, credibility and profitability. This is the top priority for many people, especially in the fashion segment.
To what extent did Carstensen join you?
It wasn’t a buyout, but an important strategic investment case for us. They hold a relevant share, but not the majority.
But they also repositioned themselves before the investors got involved.
We had a major rebranding in 2023. Since then we have positioned ourselves significantly more expensively and differently. We went into retail on a massive scale and consciously said goodbye to a very young online community. This briefly led to a downward curve, but we accepted that.
Economically, we may have had higher sales years in the past, but that’s not the point right now. We want to position the brand with the right partners in retail. You often have to say “no” to the big players in order to get into the right big accounts. This path feels right to us.
Your start in wholesale was about two years ago now. What is your conclusion today?
Very positive. The wholesale market is now one of our strongest pillars – nationally and internationally. In addition to sales, this is a key factor, especially for credibility and visibility. We work with top partners. We started with the international luxury agency Marcona3 and in Germany with the Sunshine Agency.
Now we continue to distribute. For Belgium, the Netherlands and Luxembourg (BeNeLux) as well as France and Eastern Europe, we have brought renowned partners on board to take us to the next level. We are increasingly relying on “Regional Heroes”. We are now much more broadly positioned and want to take advantage of the current momentum.
Marcona3 recently presented Reternity in the Paris showroom. Will this change with the new agencies?
We are keeping Marcona for Italy and other parts of the world, but are now working with other agencies and distribution companies on a country-specific basis. The big news: We will be moving into our first showroom in Paris from June 24th to 30th. We have developed into a “House of Brands” and are there with Hatline LAB. and Reternity will be represented directly in Le Marais.
Italy currently has the most points of sale, which even exceeds the number in the home market. How come?
Italy is a “boutique country” with countless fashionable stores that are more present in the cityscape than in Germany. In addition, consumer behavior is different. People buy from regional retailers, not just from large stores or large online platforms. This offers us enormous opportunities. In addition, our current product – moving away from classic streetwear towards “dressed” fits, tailoring and high-quality knit – fits perfectly into the Italian market.
Which customer group do you want to reach with this?
Primarily men between 18 and 35, sometimes up to 40 years old. Online the target group is a little younger, but in-store we notice – also through the expansion into footwear – that the silhouette is becoming more adult. The classic customer at Breuninger or BSTN will find what they are looking for with us.
What is the balance between direct sales and wholesale?
We are currently at around 50:50, with the business-to-business area (B2B area) growing strongly.
Two years ago there was a store in Hamburg. What is the status?
We didn’t open it due to various circumstances. At the time, that would have been the wrong step. However, a physical store remains on the roadmap – as a lighthouse project. We wanted to focus first on B2B entry and transformation through rebranding.
Is there a new period for this and will it stay with Hamburg?
This is more of a project for a three to five year horizon. In fact, given our current identity, it would probably make the most sense to start directly in Paris. But for that you need a completely different basis. We are patient.
Is a store like this more of a marketing tool or a revenue generator for you?
For us it would primarily be a branding tool. It takes the brand to another level. After Corona, we noticed that physical activation and community are becoming more and more important. People don’t wait for any random online drop anymore – it has to happen offline.
Which markets have the highest sales?
In B2B, Germany is in first place, followed by Italy and the Middle East. In the D2C area, the DACH region is logically our core market, but we are noticing that the markets in which we have a strong brick-and-mortar presence are also following suit online.
You have already mentioned the “House of Brands”. What is still missing from your portfolio?
We have a new project in the sneaker sector that we are tackling with a partner but cannot make official yet. We use synergies, pool infrastructure, know-how and create an ecosystem in which multiple brands can grow efficiently under a strong setup.
Is the focus always on your own projects or would a takeover also be possible?
Our vision is to bring together strong, high-potential brands and build a common ecosystem in which competencies, infrastructure and reach complement each other in a meaningful way. Our approach has always been to recognize opportunities in market movements and use them to create sustainable structures for mutual growth.
What are the next steps for Reternity?
We want to internationalize the B2B segment and are looking at markets like Spain and Scandinavia. We also need to further sharpen our vision and the transformation of the product.
