Snocks continues to grow. After a successful financial year in 2025, in which the socks and underwear specialist was able to grow by 20 percent, the company has expanded its portfolio again and rescued Les Lunes from bankruptcy. Now the women’s wear brand is about to be turned inside out.
Rehan Choudhry, who leads Snocks as co-CEO together with founder Johannes Kliesch, reveals how this is supposed to succeed and what the situation is with the other brands in Snock’s “House of Brands”.
You have just announced the takeover of Les Lunes. What plans do you have for the brand?
We want to further strengthen Les Lunes in the Everyday Essentials area and put the main focus on the products. This is essentially about comfort, which we ensure with high-quality and soft materials such as bamboo or modal.
What will your next steps be?
We will first revise the product portfolio as quickly as possible. There is still a high stock of products from previous seasons. As soon as the range adjustment has taken place, we will continue to grow in the DACH market [Anm.d.Red.: Deutschland, Österreich und Schweiz] strengthen – sales have more than halved in recent years. The reasons for this were the decline in the marketing budget and no consistent control and expansion of the marketing mix.
Les Lunes has already started internationally and has generated its first sales in France – around one million euros in 2025. We want to take this up with the Snocks internationalization and go deeper into the markets.
Some influencers also spoke up about outstanding payments regarding the insolvency proceedings. Are you planning to exchange ideas with these people?
We are currently talking to the influencers. We have already offered to pay 25 percent of the outstanding invoices as a gesture of goodwill. We attach great importance to collaboration with our partners.
So content creators remain an integral part of marketing?
Absolutely. This is still planned and remains a central pillar for us.
Is there a future in the company for the current workforce?
We were able to take on eight employees [Anm.d.Red.: Zum Verfahrensbeginn waren 36 Mitarbeitende für Les Lunes tätig] and will integrate them into our group. These people are mainly employed in the product area.
The sports brand Oceansapart and the period underwear specialist Femtis are also part of your portfolio. There is overlap with Snocks in their product categories. Is this a requirement for admission?
We always try to take over new companies through diversification. In this case, about 40 percent of the same products and 60 new products or categories. At Les Lunes we succeed in diversifying through material composition and quality. The products are significantly higher quality than those of other brands and are also priced in the premium segment.
At Les Lunes you can currently also find a few dresses, jumpsuits and simple tops. Will the current product range be retained as is?
We are planning to keep some of them, but it is currently too early to assess exactly which categories will remain in place in the long term.
Are brands from other categories also conceivable in the future?
We already have a strong focus in the women’s sector and also see a lot of potential in the men’s sector for everyday basics.
Maybe you already have something new in mind?
We want to concentrate fully on the integration of Les Lunes in the next few months.
Oceansapart and Femtis have been part of your ‘House of Brands’ for more than a year now. What are the sales doing?
For us, the focus was on reorienting these brands towards long-term profitability. Before the takeover, Oceansapart made heavy losses in the seven-figure range. We were able to become profitable there in the first year and will continue on this path consistently in 2026. We are planning growth of 15 percent for the current year. Femtis is also profitable in the first year – we are planning growth of 15 to 20 percent.
And how did the last financial year go for Snocks?
We were able to close 2025 with sales of 100 million euros. We managed to grow by over 20 percent despite a lot of headwind. Changing consumer behavior in particular has presented us with major challenges.
What next steps do you have planned for the brand flagship?
We will place a strong focus on internationalization. Product quality and expansion of the product range will also play a major role. And last but not least: We want to strengthen our presence in offline retail – we are planning another 50 point-of-sales here.
The interview was conducted in writing.
