Dan John sets its sights on global growth: a hub is on the way in the United States
CEO Daniele Raccah’s vision: “Quality at the right price, a consistent style and prudent choices: this is how we will open 300 shops within the next four years”
“The first ten years were spent laying the foundations; in the next ten, we’ll build brand awareness”: there is a clear vision and purpose in the words of Daniele Raccah, CEO of Dan John, a menswear brand he co-founded in Rome in 2015. A success story, backed up by the figures: 254 shops in 34 countries, revenue of 140 million in 2025 – up 16 per cent on the previous year, a figure that, in these challenging times, is a distant dream for many – a ‘healthy’ EBITDA of 13.5 per cent, and a target of 160 million in 2026.
“We’ve built the brand patiently, without chasing every trend, whilst remaining true to a clear identity,” says Raccah, who believes that Dan John’s strength also lies in its correct price positioning: “The mid-market consumer segment is under pressure,” he adds. “It may seem like an obstacle, but we also see it as an opportunity: those on a tighter budget are looking for quality and meaning; they want to feel that every euro spent is worth it. Our job is to maintain an honest positioning – neither unattainable luxury nor disposable fast fashion – with a product that lasts, has its own identity, is worth the price we ask for it, and evokes emotion. It’s a daily challenge, but it’s also the area where we can outperform our less consistent competitors.”
This strategy is also underpinned by very close monitoring of the sales network, which is expanding rapidly, particularly abroad: among the most recent openings are those in Iraq, the United Arab Emirates, Vietnam, Malaysia, Malta and Switzerland. In September, the most ambitious project – the opening of a dedicated warehouse for the United States – will mark the prelude to the first shop in the country: “It is one of our key e-commerce markets,” says Raccah, “and this decision is the natural consequence of organic demand, not a gamble. It will enable us to reduce delivery times and customs costs for American customers, finally streamlining an experience that they have so far endured with patience and loyalty to the brand.”
The aim now is to open 300 shops over the next four years: ‘For us, expanding abroad almost always means relying on local partners, but the selection process is crucial: we’re looking for partners who share our vision of retail, not just distributors. At the same time, we place great importance on maintaining direct control over the network, wherever possible, because that is where the customer experience and brand consistency come into play. The shop is not just a place to sell; it is where we tell the story of who we are.”
For example, even the new collections that expand the Dan John range, such as the ‘Volume’ capsule collection launched with the SS26 collection: ‘We wanted to add pieces to the collection with a more contemporary feel, fuller silhouettes and a looser fit. It’s an important test; so far it’s been a success, which is why we’ll be making the capsule collection available in many more stores. The aim isn’t to diversify simply to boost revenue, but to extend the Dan John aesthetic where it really makes sense to do so. Women’s fashion, for example, is not a sector we’ll be exploring; we’re good at making clothes for men and young boys, with our kids’ range. We want to grow, but without losing what has made us unique from the very beginning.”
