Voices
Majbrit Weidemann: From New Generals To Bundgaard 
Success can teach us a lot, but challenges are what leave us with lifelong lessons. Being able to take those lessons and grow from them may not always be easy, but it’s essential. Someone who has experienced ups and downs within the kid’s fashion industry and grown immensely from the challenging times in her career is Majbrit Weidemann. You may know her from her past role as Co-founder of the brand New Generals, or today as the Managing Director of the heritage footwear label Bundgaard.
Majbrit’s brand New Generals rapidly saw intense success when it launched. The brand was so successful in fact, that their logistics were unable to handle the demand and the label had to close. Now, as the Managing Director of Bundgaard, Majbrit is reshaping the iconic brand for the modern market. Through these two roles, Majbrit has been able to see the kid’s fashion industry from different perspectives. She’s learned from the challenges success brought to New Generals, and is now spearheading the rebrand of Bundgaard, which requires her to navigate maintaining the label’s rich history while adapting it for the present.
Given the rich diversity of her experiences, we wanted to talk to Majbrit to learn more about the lessons she’s learned from both co-founding her own brand and taking over at one that is so well-established. Join us as we learn more about Majbrit, these experiences, what she gained from them, and to get a preview of where she’s taking Bundgaard, including a hint at the collection they will unveil at Playtime Paris this winter.
Majbrit WeidemannMy career began in the fashion and interior industry, where I spent many years working with branding and marketing for international lifestyle brands. Over time, I developed a strong passion for building design-driven brands with a clear strategic direction and emotional depth.
I am motivated by connecting creativity with commercial growth, ensuring that every brand decision reflects both vision and value. I have led cross-functional teams, managed complex business transformations, and driven brand expansion across markets. For me, success comes from aligning people and purpose, building strong cultures, inspiring collaborations, and empowering teams to grow together.
In 2009, I co-founded New Generals, a pioneering children’s fashion label that brought a new perspective to the industry. Our ambition was to merge Scandinavian design with sustainability and a strong creative identity, something that was still unconventional at the time.
New Generals was born from a desire to challenge conventions in the children’s fashion industry. We wanted to create a brand that dared to stand out, bold in expression, clear in purpose, and uncompromising in its values. At the time, much of kidswear followed predictable formulas, and we saw an opportunity to bring something new: design with edge, relevance, and responsibility.
Our vision was to build an independent brand with a strong identity, rooted in Scandinavian minimalism yet expressive and globally resonant. Sustainability was part of our DNA from the very beginning, not as a trend but as a core principle. We treated children’s fashion with the same creative respect and aesthetic ambition as adult fashion, and that was a key reason why New Generals quickly gained attention and recognition worldwide.
The brand quickly gained international recognition, sold through leading global retailers, and received praise for redefining the visual and ethical language of kidswear. That journey gave me deep insight into what it takes to build a brand from the ground up, balancing design, responsibility, and business growth. Those experiences still shape how I lead today. At Bundgaard, I bring the same mindset, the strategic and creative drive, to guide a heritage brand into its next chapter.
Our success came from the uncompromising way we built the brand. New Generals was bold, consistent, and unapologetically different, and that was exactly what fuelled our rapid growth. Within only a few seasons, we were selling worldwide, featured in leading retailers, and recognised by the international fashion press.
Looking back, I can admit there was a touch of arrogance in that drive, the belief that vision alone could carry everything. What we did not prepare for were the consequences of growing too fast. We simply did not have the resources required to sustain the momentum. We secured investment, but it was not enough, and the market conditions made it difficult to raise capital quickly.
Eventually, we made the decision to close the brand, not because the vision had failed, but because we could no longer support it in the way needed.
The experience taught me more than any textbook ever could. First and foremost, always listen to your gut. Follow your instinct, believe in yourself, and stand by your vision, even when others question it. Conviction is essential when building something new.
At the same time, I learned that vision must be balanced with structure. Growth comes at a price, not only financially, but also in human resources. Cash is king, and without solid financial planning, even the strongest ideas can struggle. You have to understand your numbers as deeply as your design.
Finally, be steady in difficult times. Keep to the strategy you have laid out, choose your people carefully, and trust them to carry the vision with you. Consistency and clarity are what transform a bold idea into a lasting brand.
I would tell myself to hold on even tighter to my vision and to protect its pace. I felt a strong pressure from investors to grow fast, and that became our biggest mistake. Growth can be exciting, but if it happens too quickly, it can outpace the organisation behind it.
We should have planned for more time, time to build structure, strengthen operations, and allow the team to grow with the brand. Sustainable growth is about balance, ambition matched with preparation.
If I could go back, I would remind myself that believing in your vision also means believing in your timing. Stay confident, stay patient, and build solid foundations before you accelerate. That is how bold ideas become lasting businesses.
I was drawn to Bundgaard by its legacy, a brand with over 120 years of history, craftsmanship, and trust. There is something deeply motivating about leading a company that has been part of families’ lives for generations. I knew it would require both respect for the heritage and a clear strategic vision for the future, and that challenge truly inspired me.
It also matched my core strengths as a brand builder. I know how to build a strategy and, equally important, how to hold on to it. When branding and design are key growth drivers, consistency becomes everything, and that is where my experience lies.
When I joined, I saw a brand that had been somewhat neglected in its expression yet held enormous untapped potential. I wanted to be the one to unlock that potential and reposition Bundgaard internationally, where it belongs, as a leading, premium reference in children’s footwear.
My vision is to strengthen Bundgaard’s position as a design-driven brand that unites craftsmanship, functionality, and aesthetic integrity. Bundgaard has always stood for healthy, high quality footwear for children, but what makes it truly special is its ability to combine that focus with beautiful, timeless design. We never compromise one for the other.
The rebrand is not about changing who we are, it is about identifying what is already there and shaping it for the present. My goal is to give the market a coherent and authentic version of Bundgaard, a brand that holds its history and legacy close, but also reflects the rhythm and needs of modern family life today.
Bundgaard should feel both familiar and renewed, a premium Scandinavian brand built on trust, responsibility, and design excellence.
The most important lesson I have carried with me is to always stay true to the strategy and the vision. I have seen, both through New Generals and my work with other leading brands, that the power of branding and design as growth drivers is immense, but it only works if you remain consistent. You cannot deviate from the plan every time the market shifts. Strong brands are built through clarity and repetition.
I have also learned that a great vision only becomes reality when supported by a strong operational foundation. You must have a plan that connects creativity, business, and execution, and the right people to deliver it. Human resources are everything. The right team, aligned around the same strategy, can turn even the most ambitious goals into achievable results.
For me, it is about balance, protecting the essence of what has made Bundgaard loved for generations while translating it into a language that speaks to today’s families. Our heritage is a living foundation built on craftsmanship, quality, and care. Those values remain untouched.
We honor the past by identifying what has always defined Bundgaard, the attention to detail, the precision in design, and the respect for the child’s foot, and shaping these qualities into a modern, coherent expression. It is about giving the audience a version of Bundgaard that feels authentic and true, yet relevant to the rhythm of modern life.
We stay faithful to our DNA of functionality, simplicity, and quality, but express it through updated materials, refined silhouettes, and a timeless aesthetic that reflects Scandinavian design at its best. In that way, Bundgaard’s legacy continues, not by looking back, but by evolving with purpose.
Bundgaard factoryThe difference lies in what you inherit. When you start from scratch, you build everything, the story, the DNA, and the customer relationship, from the ground up. It gives you creative freedom, but also requires constant energy to prove your relevance. Every choice defines who you are.
When you take over a heritage brand like Bundgaard, you inherit trust, generations of credibility, and emotional connection. But that comes with responsibility. You cannot simply reinvent, you must curate. Every decision needs to respect what people already associate with the brand while carefully guiding it into a new era.
At Bundgaard, my role is to evolve, not to erase. It is about identifying the timeless qualities that define the brand — design integrity, craftsmanship, and functionality — and shaping them for the next generation. In both cases, clarity of vision and consistency are everything. Whether you build or rebuild, the key is to stay true to what you believe in.
When you start your own brand, every decision sits on your shoulders. You live and breathe every detail, from creative direction and production to cash flow and logistics. It is an all-consuming process that demands both courage and resilience. The challenge is to keep your creative vision alive while managing the constant realities of business.
Entering an established company is a completely different dynamic. The foundation is already there, heritage, systems, and people, but the challenge lies in aligning them around a shared future. Change requires trust, and that takes time.
At Bundgaard, my focus has been to build that trust while setting a clear direction. It is about balancing respect for the legacy with the conviction to move forward. Whether you are starting something new or transforming something historic, leadership is ultimately about clarity, consistency, and people, bringing everyone with you on the journey.
Playtime was a key platform for New Generals and a major driver of our international growth. Every time we exhibited, we entered into new partnerships with leading global retailers and distributors. It was where we connected with the right people who understood design, quality, and long-term brand building. For us, Playtime became the natural meeting point between creativity and business.
When I joined Bundgaard, I immediately saw the same opportunity. A brand like ours belongs in an environment that values authenticity, craftsmanship, and design. I initiated a clear plan for our presence at Playtime to build visibility step by step and strengthen our international position season after season. It is a long-term strategy, not just for sales, but for establishing Bundgaard as a premium reference within the global children’s market.
At Playtime Paris, we will present Bundgaard at its very best, a brand that unites heritage, craftsmanship, and modern Scandinavian design. Visitors will experience a strong, coherent collection that captures our DNA of functionality, simplicity, and quality refined through timeless design.
We are showcasing our most iconic categories, from first walkers to rubber boots, alongside carefully developed new styles that strengthen our core offering. Every product reflects our commitment to healthy, high-quality footwear that supports natural movement without compromising on aesthetics
This season, the focus is on creating a consistent and recognisable identity across the entire assortment, a clear step in our international growth journey. The collection reflects exactly what Bundgaard stands for today, a legacy brand evolving with purpose, ready to meet the needs of modern families worldwide.
Be crystal clear about your purpose from day one. Know exactly why you exist and what you want to stand for. Your vision should guide every decision, from design to communication to how you run the business.
Stay true to that vision, even when things get difficult or the market challenges you to compromise. Consistency builds credibility, and credibility builds trust.
At the same time, make sure your creativity is matched by structure. Have a plan, not just for branding and product, but for operations, finance, and people. Growth is exciting, but it comes at a cost, so prepare for it. Surround yourself with people who share your values and complement your strengths. The right team and a clear, steady strategy are what turns great ideas into enduring brands.
Do not be afraid to evolve, but do it with intention. Many established brands risk losing relevance because they hold too tightly to the past, while others lose their essence by chasing every new trend. The key is balance. Know your DNA, and let it guide your evolution.
Branding and design are powerful growth drivers, but they only work when they are coherent and consistent. Every element, from product to storytelling, must reinforce the same identity. Be clear, be disciplined, and trust the long-term impact of strong design and consistent communication.
And finally, remember that transformation does not happen in isolation. It requires the right people, a clear plan, and the courage to make decisions that serve the future, not just the next season. The brands that thrive are those that refine, not reinvent, their heritage.
What I have learned through every stage of my career is that success comes from clarity, knowing who you are, what you stand for, and why it matters. Whether you are building something new or leading a legacy brand, stay true to your vision and trust the process. Consistency is what builds long-term value.
I also believe that leadership today is about people. Surround yourself with the right team, give them ownership, and create a culture built on trust and shared purpose. That is when creativity and growth truly flourish.
And finally, in the children’s industry, we carry a responsibility. We design for the next generation, and that should always remind us to lead with care, respect, and integrity. That is what makes a brand meaningful, and that is what ensures it endures.
Bundgaard, SS26 campaign
Thank you to Majbrit for sharing these incredible insights with our community! Majbrit’s career and diverse positions have taught her so much, and we’re incredibly grateful she was willing to be so open and share them with us. Majbrit’s journey is proof that, whether you’re setting out to create something new or joining an established business, the most important thing to do is know who you are and what you stand for.
Get your pass here to discover Bundgaard’s new collection at Playtime Paris January 24-26 and take your first look at how Majbrit is reshaping the brand.
