How GIVET Redefined Its Beauty Business: CEO Interview
GIVET’s journey from a manufacturing-oriented model to a commercial house of brands has been one of transformation, innovation, and trust. CEO Martin Vrána shares the lessons learned from this shift, the philosophy behind building brands that sell, and what lies ahead in 2026.
Interview
Q1. GIVET has undergone a major transformation over the last three years. What triggered the shift from a manufacturing to a commercial-driven model?
When I joined GIVET, we were still operating as a production-heavy company. We decided to redirect our energy to what truly creates value: brand building, innovation, and commercial excellence. Today, we are a house of brands that develops, scales, and supports beauty products that perform on shelves and in data.
Q2. How did this change influence your leadership and the company culture?
It required building a board I could fully trust. We moved from individual execution to true ownership at every level. Our teams now work with clear goals, shared accountability, and tools that help us stay fast, from compex planning tool workflows to BI analytics. My role shifted from managing tasks to managing trust.
- GIVET Board
Q3. What would you say was the biggest learning during this transition?
That growth is not only about speed but also structure. At first, we were scaling fast. Then came the need for precision, better processes, brand clarity, and stronger partnerships. We learned to measure success not only by numbers but by how stable and repeatable our growth became.
Q4. Your portfolio has expanded rapidly. Which new launches stand out to you most?
This year we introduced new brands like SKINSOO and I/ME, expanded NOVELLISTA wand KORIKA, and strengthened ICONIQUE Professional & Saffee after a complete rebrand. On top of that, we built several successful retail partnerships that prove our ability to deliver on both speed and quality.
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- I/ME & SKINSOO new GIVET brands
Q5. GIVET is known for its own brands, but you also produce private labels. How do you see this part of the business?
Private label is one of the strongest proof points of what we can do as a company and, frankly, one of the most profitable parts of our business. Within Notino Collection we already manage more than 390 SKUs today and the roadmap takes the range to over 440 SKUs in 2026 across make-up, hair and body, skin care and fragrance. In terms of category power, our current portfolio already covers just over 8 percent of the retailer’s total beauty assortment. With the 2026 launches we add another 22.8 percentage points of coverage and reach roughly 31 percent penetration across key categories such as moisturisers, serums, foundations, sun protection and colour cosmetics.
These are not just nice numbers, they reflect trust and capability. Our client’s body foams, for example, took around 30 percent of the market share from Rituals, which shows that our product development, formulation and design can compete with premium international brands while still delivering strong economics for the retailer.
We see this as a scalable model. We are ready to roll out dozens of new private label projects every year and we are actively looking for selected partners who want to build meaningful, high performing beauty brands with us under their own label. Alongside our GIVET brands, private label production is one of our most powerful growth drivers for the future.
- Notino Private Label
Q6. Innovation is a frequent topic in your communication. How do you define it today?
Innovation does not have to be loud. It has to be meaningful. We innovate when we simplify, when we listen to partners, and when our products work better because of that. The ability to combine science, design, and market insight is what drives every improvement we make.
Q7. How do you personally lead your board and teams through such a fast-changing environment?
Through openness and ownership. My board knows their area very well, so they have my maximum support and trust. That is exactly how it should be. My role is to create an environment where decisions are made fast and responsibly, where people feel both trusted and accountable.
Q8. You are known for applying lessons from sports to leadership. What has sport taught you about leading a company like GIVET?
I have done several triathlons and a half Ironman, and they have taught me discipline, patience, and focus. Leadership is the same: it is about endurance, clarity, and teamwork. You cannot win alone, and you cannot fake preparation.
Q9. Looking ahead to 2026, what is your vision for GIVET?
We are building a business that combines brand creation, commercial strength, and operational excellence under one roof. The next step is scaling our portfolio across Europe, with focus on PL and SK, and acquiring new partnerships that reflect that maturity. We will continue to do what we do best: launch a lot of new products and develop beauty brands that people love and partners trust.
GIVET enters 2026 as a stronger, more agile, and data-driven house of brands, ready to shape the future of beauty across Europe.
