Prohibited
Stay Real, Scale Smart
In just a few years, Prohibited has evolved from a newcomer label into one of the most exciting German street and contemporary fashion brands. In this interview, co-founder Philip Krause explains why openness is a key to success in the industry, what role product development and quality assurance play, and why Prohibited’s growth should never come at the expense of its identity.
Prohibited has grown significantly through its community. What does this term mean to you—and why is it so important to the brand?
For us, community means, above all, spending quality time with the people around us and building genuine relationships. We don’t try to strategically create a community; we simply do the things we enjoy ourselves. For example, when we host events, they aren’t your typical corporate gatherings with a rigid script—they’re more like beer pong, music, and activities that we’d enjoy in our personal lives as well.
This approach is also reflected internally. We want to create a culture where people can be themselves and don’t feel like they have to put on a facade. This is exactly the attitude we project to the outside world—whether through our running clubs, sporting events, or joint activities with partners, customers, and friends of the brand. Ultimately, it’s always about bringing people together.
The fashion industry is often seen as highly competitive. You, on the other hand, consistently emphasize collaboration. How have you experienced the industry since you started?
One of the biggest surprises was actually how open the industry is. When we started out, we didn't have much experience ourselves and had a lot to learn. But we met an incredible number of people who supported us, explained things to us, and helped us along the way—even though they didn't have to.
At the same time, despite its size, the fashion industry is surprisingly small. You keep running into the same people—at trade shows, events, or in showrooms. That’s why we believe that long-term relationships are a crucial factor. We try to give back the support we’ve received—for example, through joint projects or by actively involving our partners.
Prohibited has grown rapidly in a short period of time. How do you manage to balance this growth with your commitment to quality?
Our goal is very clear: We want to get a little better every year. We don’t compare ourselves to what large companies that have been in the market for decades are doing. But we want to make continuous progress—in our products, our processes, and our structures.
An important point here is that we consciously oversee all areas ourselves. Our product teams regularly visit suppliers on-site to check quality firsthand. Especially as a brand grows, it becomes increasingly important to stay closely connected to the product. In the end, it’s the small details that make the difference: higher-quality linings, custom-designed components, or special manufacturing steps. Often, it’s not huge changes, but many small improvements that make the product stronger in the long run.
Your collection has evolved significantly, starting with basics…
Yes, our jackets in particular performed extremely well last year. But knitwear and pants have also become key drivers of sales. Our strength lies in developing fashionable products that not only attract attention but also sell well in stores.
A good example is our Pleated Pants, which have garnered a lot of attention on social media. What’s crucial, however, is that they stand the test of time beyond the hype: with a strong design, good quality, and a fair price. It is precisely this combination that is a key factor for success, especially in the current market situation.
Prohibited is no longer just a small startup. How is the organization evolving without losing its original DNA?
That’s probably one of the biggest challenges. Growth automatically brings new structures, but we don’t want to lose what has made us strong. That includes allowing people to take on responsibility and continuing to give them plenty of room for initiative.
At the same time, we’re investing heavily in expertise. Especially in the product division, a great deal of know-how is now required—from material testing to quality control. We now have specialists on our team who are well-versed in apparel technology and manufacturing and who review processes that were completely new to us as newcomers to the industry when we first started out.
In the end, the most important question is always the same: Will the product be better? If the answer is yes, then we're on the right track.
