How Oris Supports the Watch Community with VJ Geronimo

Luxury watch talk gets weird fast: more hype, more ego, higher prices, and somehow less clarity. We wanted the opposite, so we sat down with VJ, CEO of Oris Americas, to hear what it actually feels like to lead one of the last truly independent Swiss watch brands while still chasing real growth in the United States. His story starts far from the usual “born a collector” path, moving from accounting to the watch world, then market research, and eventually into running Oris across the Americas. That mix of numbers and real-world experience shapes the way he leads: data helps, but relationships and trust decide everything. 

We dig into what independence unlocks, from the freedom to think long term to the “luxury of common sense” in everyday decisions. VJ explains why Oris can build everything from playful collaborations to serious mechanical tool watches without asking permission from a parent group. We also get the backstory behind Oris staying mechanical only, and why that commitment is more than a slogan. If you care about Swiss mechanical watches, brand identity, and product strategy that doesn’t feel copy-pasted, you’ll hear a lot to chew on. 

Then we go deeper on what collectors actually feel: community and value. VJ talks about Oris Social Club energy, the Wandering Watch project, and why listening matters more than buzzwords. We also unpack responsible pricing, why Oris avoids celebrity ambassador costs, and how initiatives like Change for Better and the Aquis Upcycle fit into a conservation-first approach with real partners. If this conversation helps you see the watch industry more clearly, subscribe, share it with a friend, and leave a review. What’s the one thing a watch brand could do to earn your trust?

Checkout Oris

Http://oris.ch

Transcript

Welcome And Meet Oris Leadership

Blake Rea 0:00

Hello, everybody. Welcome back to another episode of the Lonely Wrist Podcast. I am your host as always. And today's guest is a very special one. He has been in the industry for almost 30 years in the last decade plus at Oris, one of the last truly independent Swiss watch brands that is still making just mechanical watches. VJ is the CEO of Oris, the Americas. And since stepping into that role in 2023, he has drived real growth for the U.S. while keeping the brand's identity intact and engaging in that tight knit watch community and unapologetically independent. So stick around. We have some cool stuff we're gonna talk about. We're gonna see if we can get what it sounds feels like to lead an independent watch brand in an industry that is obsessed with scale perfection with somebody who knows the ropes. BJ. I just need to stop like hyping you up and just let you come talk. So welcome to the show.

SPEAKER_03 1:10

Thank you for having me, Blake. It's nice nice to be here. And you know, thanks for taking the time to speak today. You you did hype me up a little bit, so yes, it's been yeah, it's been actually it was 16 years last week with Oris. So it's been a long great run. So doing that, and yeah, so happy to be part of it and being being part of an independent brand is actually absolutely great, actually. So in my opinion.

Blake Rea 1:40

And and yeah, yeah, I mean, first of all, like what you're doing at Orz is incredible. Thank so I just want to let you know that. So uh thank you.

SPEAKER_03 1:50

Yeah, we have a we have a great group of we have a great group of people. Obviously, we're we're a small knit team here in here in the Americas, and also obviously in Switzerland. We've great great people that we work with, Rolf. You probably know too. I mean, so we've we've had a we've definitely that makes that makes it easy.

Blake Rea 2:06

So Josh is one of my favorite people. I mean, we've we've had many a many a conversations

From Accounting To The Watch World

Blake Rea 2:15

of over dinner and beers, I mean, just good, good stuff. And but I told you I want to peel back the VJ. You you you started off as an accountant of all things, which is not your normal entry into the watch industry. So, like, how did you land here?

SPEAKER_03 2:36

Yeah, it's it's a it's you know, it's a it's a funny story. I mean, yes, my my my background, my college training. Yes, I was a you know a accounting major in in college. So I ended up my first job out of school. I was working as a staff accountant for a prescription mail at a pharmacy company, actually. And gentlemen who you may know, who's the he's he's the president of Seiko, is Bob Brennan. So he he was working at that company and he left to go work for what was at the time the North American Watch Company, which was the predecessor to the Mavato group. I mean, he asked me to come work with him. So I did, and that's kind of how I entered into the watch industry. It wasn't out of it wasn't out of pure love for watches, it was just more, you know, I I I liked the role. I liked obviously I liked watches, but it was more like, yeah, okay, this is this is cooler than prescription drugs, and you know, let's do that. And that's how I that's how I ended up. That's how I ended up here. I still feel the same way, by the way. Watches are cooler than prescription drugs. But we uh yeah, and then I eventually, you know, Mavato group for a long period of time for almost 10 years, and then Victor Knox worked there for a bit of time, and then I went to work for a company called LGI, which Fred Levin, who was the who was someone I worked with at the Mavato group, he started when it was basically doing market research like IRI or NPD for the watch industry at the time. There was no information such. So I worked there for five and a half years, and then I came to Oris. So that's been my path in the watch world. Yeah, and I came to Oris as the CEO of the United States at the time and and the Caribbean, and then eventually kind of we, you know, became responsible for Canada, became responsible then for the Americas uh a few years back. So uh that's been my my path at Oris here. So but yeah, I can't say enough good things about the brand and the people and and things like that though.

Blake Rea 4:33

So you know that that's

Using Data Without Losing Trust

Blake Rea 4:35

awesome. And coming from that like market research perspective, I'm sure you had like a different perspective on the industry than anybody else. So, like, how has your like data first approach to like the industry changed like how you want the brand?

SPEAKER_03 4:53

I think I think you know that the the role, I mean, first of all, having like a finance background just from a basic business perspective and just understanding, I think it's important to understand you know, numbers and just be, you know, obviously being part of a business or you know, having PL responsibility, things like that is important. And then data, certainly, I think you know, working for that company, which I did obviously gave you perspective on many things in terms of just you know, whether it's models, whether it's brands, whether it's competitive positioning of brands relative to speaking business-wise or projection of business-wise. But also, as with anything, relationship, like our this industry, and as most things are in the world, but this industry is especially about you know, relationships and you know, what we're doing, like we sell, you know, we sell our products to mainly independent jewelers and things like that. And it's just a trust, it's a trust business, it's a relationship business. So I think in addition to the data, I think that side of it, and I think being a person with you know, keeping a good reputation and and doing the right thing by people and things like that, it certainly helps to you know grow things and and build things as well, just just being true to yourself, kind of thing.

Blake Rea 6:10

So yeah, no, I mean that makes a lot of sense. And naturally the question will go to, of course, that you know, we brought this up in the intro that you know, you guys are still one of the truly, I would say the one of the last truly independent Swiss watch brands coming from the groups, like those are big, big

Independence And Common Sense Decisions

Blake Rea 6:35

groups. So, like, you know, like what can it get you now that you're at Horace and you know how how you approach your data a little differently?

SPEAKER_00 6:49

I don't I don't want to say anything more, but you know maybe the single yeah you're you're breaking up a tiny bit.

SPEAKER_03 6:57

You want to repeat that for me?

Blake Rea 7:00

Yeah, yeah, you you guys are I would consider Oris still one of the great last independent watch brands. So coming from Victor Knox and and Movado and these big groups, right? Everybody knows the big holding groups of watch brands. Yeah, what does that independence look like now at Oris? And you know, how how do you approach life day to day differently now that you're in this the CEO of the Americas role? And and yeah, you really had that autonomy, I think.

SPEAKER_03 7:29

I mean, I think it's you know, obviously, you know, having different roles in different places, you know, working for Mavato Group, working for Victorinox, who was relatively a smaller, like a smaller family-run company. But I have to say, like the independent side of it, you know, now with you know, just to clarify, you know, with micro brands and things, there's many small watch brands that exist that didn't exist, you know, 10 years ago that exist now, but still, I think being one of the last truly independent Swiss manufacturers, mainstream Swiss manufacturers, yeah, it's it's it's great because I think you know, it has its moments in terms of, you know, it has its pros and its cons, but I think there's so many more prones, pros, excuse me, to being independent in terms of dealing what you have, the horizon of time that you have. You know, we're not a public company, we don't have a public horizon to not that we don't report results and obviously, you know, have goals and things like that, but it's more like we can do things that make sense for the long term of the company, not just do things that make sense for the short term. So I think that's one of the things. I think we have the ability to do what we want to do from a product perspective. It's not like we're, you know, a sister brand that has to make this product, and you're, you know, you're this brand, so you're only supposed to make this, and we have other brands in the group that make these things. Like we can make whatever we want. So we can make anywhere from a a Kermit to a depth gauge to a you know a really complicated world timer or do things like that. So we have this, we have a good ability to do a breadth of things, which I don't think a lot of brands have. And then I think just being independent, you can act. We like to say we can act with common sense. Like it's not like we try to act and do things and have you know conduct business in a way that we want to be treated and and treat people well and do things like that. I think that's kind of what it is. And I think you know, being independent in a br in a world of you know, conglomerate groups at at the retail level, sometimes it's you know, it you you get maybe you don't get treated as well because another brand has to come in because they have the other brand of the bigger, you know, the bigger brand of something or something like that. So it it kind of you know, the decisions aren't always made based on performance or things like that. They're made sometimes on just on those kind of things. So I think that's the downside to it, but the the good side of it just far outweighs the downside. So I'd say.

Blake Rea 10:00

Yeah, that that makes a lot of that makes a lot of sense. And you know, when I was preparing for our episode today, I I heard you like kind of talk about I think I don't remember who who you talked about it with, but kind of like like the luxury of common sense, I think is what you had this whole kind of spiel, if I remember correctly. And yeah, I'm curious, I'm I'm curious, you know. Obviously, you referenced some type of decision that you've made in your tenure there as a leader, like so, like if you can kind of like go punch into that, I think that would be very interesting.

SPEAKER_03 10:35

Yeah, I mean, I think it's it's more about you know having flexibility. I think it's having the ability to be flexible in things. It's not being so like every situation could be different, every place is different, every every you know, customer and someone maybe in you know the middle of the state of Iowa is different than someone in in sub in New York City, right? Like, so like having those those the ability to kind of understand that, to interpret that, to just be able to act with people and not have, you know, not that you're not strict and rigid, it's just more like what what does this situation or what can this situation call for? Does it make sense? And and you know, being able to be flexible in that sense. I think that's that's kind of part of the whole thing. And and you know, not you know, not doing things because we've all we've always done them this way. I think that's another thing that is is a good term, you know. Like sometimes things are done because oh, this is the way we've always done it, or this is the way we've had to do it, or this is how it is. I think you know, having the common sense to to make changes or do things, I think that's also part of it.

The Bold Choice To Stay Mechanical

SPEAKER_03 11:45

So yeah.

Blake Rea 11:46

Is is do you feel like that's part of the reason why you kind of stayed all mechanical while like so much of the industry has kind of like diversified through like coarse technology or like yeah, I mean, I I think at the time, like so there was a very like we've been around since 1904, or this was founded Holstein, Switzerland, 1904.

SPEAKER_03 12:10

And you know, for a long time we made mechanical watches, and then like most people in there was a very short period of our time where we were not independent. There's about a 10-year period where we were purchased by Osewag, which was the predecessor company actually to Swatch Group. That was a time when the quartz crisis was there, and they wanted us to make quartz watches, and we made quartz watches for a short period of time, and and then the courts, because the quartz crisis came, so we closed down all the manufacturing that we had. We stopped making our own movements, we we started making quartz, and then Ulrich Herzog, who was our executive chairman, he had gone to he had gone to Japan and had seen the desire people had for mechanical watches, even in the in the middle of the quartz crisis. Him and Dr. Rolf Portman, who's our honorary chairman to this day. Um, if you've seen the Aura Star this year we released in Geneva, it was basically around the story of Dr. Portman and overturning the Swiss watch statute and doing all this these things. But the two of them, they did a leverage buyout of the company, took it back independent in 1982 with the with the mantra of only making mechanical watches. And at the time it was a very bold decision. It was something that you know a lot of companies were going out of business and that sort of thing, but it was a decision that was made. And to this day, we've only made mechanical watches for that point. And I think it's it's also what separates us and sets us apart, right? Having a very good product at a good price point, and it's all mechanical kind of thing. So yeah.

Blake Rea 13:43

I I have to say that I loved the star release, it felt so authentic, and then getting a chance to get hands-on with it, and then actually having the one-to-one side by side in my hand. I think I held the original, I think they were I don't know if it was but but having access to both of the I mean it just felt so authentic. No, and it's such a strong release.

SPEAKER_03 14:13

It truly, it truly was. Spoke at our conference in Geneva, which was really in Holstein, which was really cool. But you know, the story is not just an Oris story, it's an industry story. And so we were making this. So he basically was charged with lobbying the government, with basically gathering public support. And with that, it took almost 10 years to overturn the statute, but the statute finally got overturned, and then in 1965, and then in 1966, our first jeweled lever escapement was the Or Star. And that was the that was what we celebrated this year, 60 years later, with the with the reissue of that watch and celebrating obviously the watch and the story of Dr. Portman and kind of that moment in in Horus' history, and that quite frankly, in the watch industry's history. So, yeah.

Building Community Beyond Marketing

Blake Rea 16:10

I yeah, that's an amazing watch. It was an amazing reader. It felt so surreal just being there. But I want to see if I can dig this out of you because the heart and soul of Horus, in my opinion, is how you guys embrace the community, right? Like you have your or social clubs. A lot of brands really talk a lot about community, but they don't really it feels more like marketing language. And I think Oris, particularly, like you guys, like is like a genuine thing for you guys. So like how do you maintain that, you know?

SPEAKER_03 16:52

I think you know, like being just being watch lovers, right? I think, you know, when when I think about uh in my time with Oris, like you know, there was a time when when I started when people in the even in the in the watch industry didn't know the brand, right? So like and you know, this was also time before Instagram, before everyone had this voice. So basically in the early times, like the watch community, if you if you were a watch enthusiast, maybe you read watch time, maybe you were on some forums, maybe you did some things, but there was no mechanism by which to you really to get out there. And then kind of meeting the people, and like, you know, there was a lot of there was a lot of love for Horus among just watch people, people like I love Horus, or it was my first watch, it was my first good watch or whatever. So like it was just a natural gravitation to just a love of the of the brand. And I always saw, you know, uh and then as sort of watch groups, red bars kind of you know came up and being early, yeah, early, you know, early friends with them and kind of just understanding what was going on and embracing you know that situation together, like and just have fun hanging out. And then, you know, I always saw like it, but it wasn't just about New York, it was about other people. There were plenty of watch people out there, is about that. So really embrace the idea of just getting out with people, meeting people in different places, doing that. So I think that really, you know, that's something we we actively just did just to get you know the people to to see the brand and see product. Like if you were in Birmingham, Alabama, maybe you didn't see an Ourus unless you traveled, you know, 300 miles to Atlanta or wherever it was, maybe it's not that far. It's not that far actually. But but still, like you had to travel somewhere to see it. So it was like getting out there to do that and and and doing those sort of things. So that's where it came in. And I think then as people in the community started, as Instagram became popular and people are just posting their watches, like we were always a favorite of that, and and obviously we did, and always kind of just you know, really, I think listen to people. I think that at the end was really what also, you know, people would tell us things and we would listen. We've we made watches that were based on community feedback and doing things like that. So I think those kind of things I think go a long way. And obviously, you know, the difference between talking about it and taking action, I think that's that's basically what I'm trying to say.

Blake Rea 19:33

Yeah, and something too that really sticks with me, and this is like one of my little worst moments, but when you did the wandering watch project with my friend James, yeah, um the timest, and that's a funny story because the watch had like when I was talking to James, the watch had this intricate plan of like hitting all the states, right? Being optioned off for charity, right? Like, and when I was talking to James, James was like, Oh, I think I can get it to you like after like like maybe like 20 or 30 weeks or something. And I was like, Okay, cool. And I was like, but if you get it to me now, I can take it back to Watches and Wonders. So I was the first person to break that watch in, to scratch that watch. And like I I I went back and I took it. And I unfortunately I missed you that year, but I took it back and I literally mean both got a wrist shot with that watch. And um, we had a chat, and I don't know, I don't know how privy you are to this whole kind of backworkings of that whole project, but we had a group chat of all the people that were getting this horse. Um and I don't know where the watch is, but KS will pick up in on it, but it it brought all of us together in this unique way, and we had this it just felt so special. Like from somebody who who deals with a lot of watch brand, wears a lot of watches, and like, you know, this is not marketing, right? That this is just pretty fun.

SPEAKER_03 21:15

Being a part of something that's yeah, meaningful to you, and I think that's you know, and I think that's also where you know, if you were in another brand, like that just wouldn't happen. It would be like, all right, well, who's who's controlling this? Okay, what is the messaging? What's going on like you know, it's like being having the ability, going back to the independence, going back to like our just openness to things. I think that's where that comes in, right? There's no there's no okay, you know, it's more like okay, sounds good. That makes sense, it makes common sense, let's do that. You know what I mean? That kind of thing. And I think that that really is is what where it that's a good embodiment of that of that concept, I think, right?

Blake Rea 21:56

So it it it naturally brings me. To like, I think we all have these little like community moments, right? Or interactions with collectors or whatever. So being such a legend in the industry, like you're gonna have to spill the tea on one of those moments. Like I would love to hear if if there's a if there's a watch moment that that you just love and it just epitomizes everything you appreciate about about the community, the brand. I mean, I hate to put it on the spot, but I got it.

SPEAKER_03 22:30

No, it's it's it's hard to pick a moment, like it's hard to pick one moment to say that, right? Like I think what I always love is I like being I like being in front of the community, you know, I like I like meeting people. I'm a I I like just being part of it. And you know, when I go to places and I see people over, you know, I see uh somewhere where I've been the year before and you know, we have it, and I'm like, I remember you. We talked about this and we talked about that. And you know, they're all they always like, and I, you know, and and it's hard sometimes. Like I don't, you know, obviously I see a lot of people and I recognize a lot of people, I don't always know, but I it it's always nice to to feel the love of people in those situations, and that like that's that's cool. Like that's always like a great thing to have and just be part of, and you know, and it's you know, as a person, I I like you, you know, I like to be involved in it. I like to be out there. Like, you know, there's not not that there's not a lot of people out there, but you know, not everybody's you know, at every event or at at windups or doing these things. Like I, you know, I try to do those things because I think it it it's meaningful. I think it's meaningful to to people. I think it's it's good from a feedback perspective about like hearing what people have to say, you know, like it's you know it's it's it's a job, like it's almost like our job review in a way. Like, what are we doing? Is it making sense? Are people is it are people happy with it, or people not happy with it? Just, you know, and not you're not gonna make everybody happy all the time, but certainly, you know, it's good to hear feedback and things like that. But yeah, I mean, I I I've had so many friends and so many people that I've met through obviously doing what I do and and cool moments and and fun moments that it's yeah, it's good. And like I and you know, and I don't I I personally I just like to keep a not a low profile, but I also like to, you know, I don't I don't always say who I am or like I don't I just I'm just there and I just do what I do and you know that's that's good to me.

Blake Rea 24:34

So

Collaborations That Keep Watches Fun

Blake Rea 24:35

I I I love that you're just kind of naturally kind of letting it happen. Like like something too that's that's super super amazing in my opinion, is watchmaking is such a serious business, right? Like I it irks me. It irks me so like why can't we have fun with this, right? And so something that you guys haven't adopted, and I I feel like you're kind of leading the industry in a way where you're like, hey, these are serious products, but we don't really I mean I dare I say take them seriously, but like you know, like the Hermit, right? You you've had so many like the Miss Piggy, like you've had so many great collaboration, and then you the Hank Aaron, right? Like in one that resignated was like the the Aquas Up Cycle, and I'm like, these are so freaking fun. Like, it seems like it'd be the one of the coolest jobs to be on the design team at Oris.

SPEAKER_03 25:33

Yeah, I mean, we have we have great design. I mean, we have great designers, we have great, but I think what brings those things about is this spirit of independence, it's this spirit of collaboration, of you know, listening to ideas and different things. Like, you know, uh I think that's what makes us special, right? If if if you know the baseball stuff here in the US, obviously, uh, you know, very, very close to that, but like I would think not a lot of brands would allow that to happen. I don't think like some brands would just that would just be dead at the door, right? Like, I think that's the beauty of what we have. And yeah, we don't take ourselves too seriously. You know, we're selling watches, we have watches, but they're not saving anybody's life. It's not like you know, so it's like have fun with it. And there's so much seriousness in our industry. There's so many, like, there's so much ego, there's so much like so. It's really just trying to do that. And I and I credit, like, really, I credit our Swiss organization. I credit Rolf, I credit our group there in terms of just letting us be ourselves. Like it's it's always like that's what it is, and I think that's the spirit and and the the vibe of our company that maybe you don't get everywhere, and I think that's what allows these things to come out and allows these projects to come to life because it's that spirit of of acceptance and and really kind of you know, does this make sense and can we do this kind of thing?

Blake Rea 26:57

So yeah, yeah. No, I mean that that gives a lot of clarity. Something to that I I mean I have to ask, and I ask this

Protecting Value In Rising Prices

Blake Rea 27:05

to every watch param that is independent, small, indie, micro, whatever. But for me, understanding and peeling back the curtains to a degree on my show, like I I I want to peel back enough curtains that people continue to love watches still, like so. But you you guys sit in a very interesting price segment because you know, you guys can get like I mean a Norris customer gets you know real watchmaking without that flex inflation, pricing, like so how deliberate is that positioning and like how are you guys protecting it? This is the hardest question.

SPEAKER_00 27:53

You are getting less and less for your money every single year.

SPEAKER_03 27:57

How are you protecting yeah, how are you protecting the pricing?

Blake Rea 28:00

You you broke up a little bit, but I mean I think it's you know, I think there's yeah, like like the values, like how do you protect that value of that that culture of delivering great bang for the buck while everybody and their grandma is just trying to take price?

SPEAKER_03 28:19

Yeah, the biggest yeah. Can you hear me?

SPEAKER_00 28:26

Yeah, yeah. Sorry.

SPEAKER_03 28:28

All right, sorry. I left yeah, it I'm okay now. No, I think I think you know, we actively we actively try to keep that value about it, right? We actively try to bring a good watch for a fair price, a responsible price, we like to say, right? Obviously, there's sometimes there's things out of your control like exchange rates and you know, Swiss franc things like that. And if you've you know, if you've if you followed that, you know, the past few years, you know, you can see kind of the change in that. And people, you know, and sometimes people are like, why are things so expensive? Like, you know, and that that sometimes is is a big reason why, but we we always try to offer a value. We don't do celebrity ambassadors, we don't do that kind of stuff. So there's not there's not those kind of things built into the product. And I think we'd rather offer a good product for a good price than then do things like that. And it's just more a genuine approach to it, it's more about what it is. You know, certainly there's things out of our control sometimes that we, you know, try try to hold the best we can, but I don't think there's as much like you know, I think if if there's some brands that can take a 25% price increase and still be like, uh excuse me, take a 25% price decrease and be like and still be okay. So like if that happens and it's like, well, well, you had that much built into like what you were doing, you know, it's like that kind of stuff. We don't, we don't have, you know, we're not we're not in that position. We we really try to keep that value and keep things that are you know that are that are of that of that nature. But certainly there are things too that just you know, I think in our product range, whether it's a $2,000 watch or a $10,000 watch, like and we have we make things all along the spectrum, I think you'll find that value built into it. So like even you know, our ten thousand watt dollar watch is somebody else's, you know, eighteen to twenty thousand dollar watch. So like that's that's where it always you always find

Change For Better And Conservation Work

SPEAKER_03 30:30

it.

Blake Rea 30:30

So I've also noticed too that like you know, and particularly like I guess this is just like if we're referencing like a a release like the Aquas Upcycle where you take recycled ocean plastic and kind of like repackage it into a product and and give something unique to the market, you know, you it seems like you guys really take like a whole like conservation approach as opposed to to giving money to these ambassadors or athletes or celebrities, you guys are putting money like back in the community and doing particularly when we talk about the change for better strategy, or like how did that become like a pillar of the brand, you know, rather than just something that you guys kind of like bolted on to the brand, you know what I mean?

SPEAKER_03 31:22

Yeah, I mean I think that goes to the origin of like who we who we are and what we've always done. Like we've been doing conservation things, you know, before it was cool, like you know, like yeah, so many people have jumped on the bandwagon of sustainability, and you know, and I'm not saying we're perfect, we're not perfect. We we we are not, but we've we've done things, it's always been part of what we've done, and we've always tried to keep true to it and do things like it. You know, we want to make product that has meaning, so we want to make product that can tell a story that maybe isn't told, like use our global platform as a global Swiss watch brand to tell these stories, to tell the story about the Billion Oyster Project, to tell you the story about the Car Restoration Foundation or you know, different things around the world that need telling. And so that's where we see our position. And, you know, we try to do things that that are cool, that may that have meaning to them, that you know, that that you know, again, because they're watches, right? So they're not, yeah, it's not anybody anything anybody really needs. It's not like you know, if you don't have a watch on your wrist tomorrow, you know, maybe it's you know, you're not gonna, it's not gonna be the end of the world, but but you want to have that meaning, you want to have somebody that identifies with something. I think that's that's what's what's important.

SPEAKER_00 32:38

So I I I might cry on my wrist tomorrow. It really brings the brings the brings the light.

Blake Rea 32:52

Like, like how do you like measure that these initiatives that you're working on like are actually like working? Like, do you have some real way of kind of like measuring success with the philanthropy side of the business? Like, is that you know that exists somehow?

SPEAKER_03 33:09

I mean, I wouldn't say it's a you know a scientific measurement of this is what it is, but if you see an organization like you know, the the Carl Restoration Foundation, for example, like we've done several watches with them over time, so you kind of see the progression of the organization over time, you know, you see that kind of thing, or you see the different uh different other organizations, whether that's you know, billion oyster projects same way, like you see the progression of them. So, you know, uh again, not that everything you're doing is is making it, you know, or I shouldn't say not that your project with them is what makes them entirely successful, it's just more like you see the progression of these places and how you've helped them along the way, and I think that's that's kind of the measurement of

Running The Americas And Retail Reality

SPEAKER_03 33:55

of what it is. So, yeah.

Blake Rea 33:57

No, that makes sense. I think based on my research, it was 2023 that you got your promotion and became like CEO of the America because what did that change for you like as an individual, like you know, your day-to-day moments, or like is it just a new director, or is it like like no?

SPEAKER_03 34:23

I think I mean yeah, no, in in our structure, I mean, I you know, as I said, when I started, I was kind of in charge of the US and and the Caribbean and Canada. So, you know, my role was relatively similar for a long time. And then in 23, when I took the rest of America's, it it you know, it just just put more responsibility. But I I you know, we have an office in Mexico, we have someone who Alberto who deals with our latte market, so you know it it it does it does bring me there sometimes and it it does do that, but yeah, and it's it's also good because it gives just a perspective of the entire hemisphere, I guess, in terms of what's happening and what we're doing and and dealing with it that way. But it's you know, again, we're still a relatively small company, so it's it's you know, it's having that that that aspect of it, it's having that direct feedback from you know the the ability to give direct feedback to switzerland and give you know have have participation in that. I think that's that's been the one of the best parts of the whole thing.

Blake Rea 35:28

So do you feel like like I mean obviously you're from Connecticut and you know you're running a Swiss watch brand from Connecticut in the Americas, obviously. Do you feel like that kind of like distance from Holstein like creates like maybe friction? Or like does it give you the time to be like, man, let's do this?

SPEAKER_03 35:51

No, I mean I think you know, I think, you know, I I spend I don't spend I spend a lot of time out of Connecticut, um, to be honest. But yeah, you know, I think no, I think, you know, with with our Swiss and just I think being a part of the market is definitely is definitely key to it. Like showing up, being being there is is part of it. But I think you know, we have a great relationship, a great relationship with Switzerland. We as an organization, like we're very close with our you know, Swiss. So it's like, you know, we I wouldn't say it's it's contentious in any way. It's just more like you know, it's great communication, the lines of communication are open, that sort of thing. Maybe in a bigger, in a bigger company with bureaucracy and things like that, it I could see how that certainly could could play into, you know, I have plenty of friends that work at other brands or talk about different structures of different places. So it's you know, it's definitely different, but I I'd say ours is ours is pretty is pretty good that way.

Blake Rea 36:47

So for those of the those people who don't know, when you have those Swiss calls with brands, and you gotta wake up at the crack of dawn to catch them on the tail end of the very day. It's one of the most challenging things about being in the watching it, in my opinion.

SPEAKER_03 37:06

So yeah, especially especially if you're in that like I my I hate being on West Coast, I hate being on Pacific time because it's it's always so like it's it's bad because brutal my typical day, like I I'm up early, so like you know, I I enter and I communicate with Switzerland early in the morning, and then you know the day doesn't really get going here, so you have a little time to deal with that. And then but being in when I'm in California, I always say, Oh, I hate, you know, or on the West Coast to West Coast time. I'm like, oh, I hate this because you know, you both days have started already, so it's like you gotta, you gotta, you gotta even if you're up early, it's it's still uh part of it.

Blake Rea 37:45

So I I've I've done some of those like 4 a.m. calls like with Swiss partners, like Swiss brand, and and they're sitting there like you know, like having like their cup of coffee, like getting ready to wrap their day. And I'm like, I don't know if you and I'm not the guy that's gonna complain about it, but I'm sitting here at 4 a.m. getting up to make a call.

SPEAKER_03 38:08

Yeah, I don't know if you realize what time it is.

Blake Rea 38:10

Yeah, I don't mean but they it's it's all it's all but it it's it's it brings up a really interesting question for me, like you know, because you're communicating with all these different counterparts, you know, you're communicating with Switzerland, you know, Switzerland has partners in Germany. I mean, for like you like you guys have a global market, and what do you feel is different about the American watch buyer versus like you know, some of those other regions that that Oris really is active in?

SPEAKER_03 38:45

Yeah, I mean, I think it's like, you know, I think there's some style differences maybe to what people like from a product perspective. You know, we have a we have a running joke, it's about, you know, in terms of just case size is always a is always a you know, that's always a that's always a a a conversation because obviously parts of the world like them much smaller, we like them a little bigger here in our in our in our world, and I deal with you know some other markets like the Canadians and the Mexicans, they like it even bigger. So it's like those kind of things. So I'd say that's that's one of the biggest differences of it that we deal with. And yeah, and I think that truly is also you know, being being a Swiss company, being a Swiss watch company and trying to find a balance between you know products that resonate all over, you know, in different markets. I think that's always a challenge, right? So, but I think we do it, we do a decent job of of kind of keeping that keeping that balance. So you know, yeah, uh I would just say, yeah, size is always a is always a you know, that's probably the biggest thing that we kind of go back and forth about between the markets, and you know, obviously being here things are a little bit larger than in other countries, but and and even so it depends. Like, you know, watch enthusiasts always like things that are more uh smaller, and then general population likes things a little larger, so it just depends. Then, you know, in Mexico and in Canada, they like things a little bigger, so it's like it just that's always a a conversation that we have around case size. But I think as I was saying, I think we do a decent job of of kind of finding a balance between that, so yeah, you know, like wearability and and fun, yeah.

Blake Rea 40:26

I love yeah, have to ask, and I would get just destroyed by my audience if I didn't, but what would you say is one of the biggest challenges of of driving growth in the US market specifically? And you know, obviously you're working with a lot, a lot of high-end retailers. So how how do you how do you kind of navigate that if you can give some context or clarity, if you will, if you can, you know?

SPEAKER_03 40:56

Yeah, I mean, I think you know, there's a lot of factors that go into growth, you know. I think from a perspective of you know, demand for the product, that's our job as a brand to create demand or help create demand and you know, do those sort of things. So I think, you know, I think that's something that we actively pursue, whether that's you know, with you know, our partnerships like in baseball or our advertising or things that are bringing general awareness to the brand, helping people go there. I think product is definitely also key, like having good product that people want, promoting your product, you know, and you know, promotion goes from anywhere from advertising to social media to PR to things like that. So it's like doing that. I think there's still a lot of growth. I think, you know, I think it's you know, the biggest challenges are like, you know, in in in high-end retail spaces, you know, there's a lot of ego in our world, and you know, dealing with, you know, my case is five feet three inches, then my case needs to be five foot four inches. Like there's a lot of that that goes on, especially and things like that. So I think it's you know, we always try to navigate that in a way that is respectful to retail partners, but also, you know, kind of trying to try to be pr presented in a way that's that's you know makes sense for the brand and and that sort of thing. But I think, yeah, it's dealing with uh, you know, I think it's also attention of people in stores and like is it easier, you know, some brands are easier to sell than others, right? So I think people definitely focus on that or you know what's happening in that in that sense. So, you know, there's a big brand, which I'm sure you all know about that that always you know is very easy to sell, or people you know, always sell it very well. So sometimes that takes a lot of attention from people. So it just depends.

Blake Rea 42:50

So something that I joke with about some of like uh friends, especially when we go to some of the live events that you guys participate in, but you know, everybody's jamming in to get to this little freaking table, and there you guys are with your square, so you can literally get hands on the product from any angle. I'm like, these guys are geniuses. Well, it's just trying to make this clever, it's logical, right?

SPEAKER_03 43:21

It's a very logical approach, like yeah, just trying to make sure that you know it, and you know, you do your best. So, like you know, you got to respect people for coming to those places, like they came to see product, they want to see product. The last thing you want to do is shut someone out from seeing something they they legitimately came to see or spent their time and their money to get there and do. So it's like you try to make it as easy as possible for people, you know. Sometimes you can't control it, but other times you know, you try to do you do your best.

Blake Rea 43:48

So you absolutely bring a unique, unique vibe to the show every every time I see you guys here. I have to. I have to go out with one of the big questions, right?

Five Year Vision And Final Thanks

Blake Rea 44:04

And we love we love to like try and peel back your your lens, right? And obviously, you know, I'm not crazy enough to ask you about what's coming out next week or in two years, or like I've learned that lesson pretty quickly, but from where you sit in your shoes and your eyes, what does the five-year vision for America look like to you?

SPEAKER_03 44:37

I mean, I think you know, the biggest thing that has to stay in focus is really delivering good products to people. I mean, I think whatever vision or whatever, you know, whatever plan that is put in place or whatever that is, it's always about that, right? So it's it's that I think is first and foremost, the biggest thing is putting products in front of people that people want and continuing to listen and continuing to do that. You know, wouldn't would would we like to be, you know, 30 times the size we are now? Maybe, you know, maybe, but also just, you know, doing it in a way, I think growth is is best managed in a way that you stay true to yourself, right? And I think that's always the the path that we try to take is like staying true to the brand, staying true to who we are, staying true to our consumers, and bringing things forward that way. So I think that's what I would say about the future plans that we have. Like, I don't think we're gonna, you know, not do those things, not stay close to the community, not not do that, you know, that those kind of things. So I don't think we'll we'll we'll deviate from who we are, is basically what yeah, what I what I believe.

Blake Rea 45:49

So I I love that. I feel like that's a great place to leave this. I have to again thank you for staying after, spending some time with us, sharing your story. I'm sure you know I'm I'm a huge fan of what you're doing, not only not only in the watch industry, but with your products, but with the community. And thank you for helping, you know, first of all, sharing your story, you know, and helping us kind of understand the vision of of how you, you know, plan to lead the brand. And and thank you again for all that you do for people like me, like watch nerds and and help helping feed out of fuel.

SPEAKER_03 46:28

So no, thank you for having me. It's a pleasure. I'm happy, really happy to it's a pleasure to stay and we're and and do this with you. Thank you for having me, and thank you for kind of your love of Oris and and just kind of what we're doing and what we're what we're about. You know, I think it's it's you and and your audience and your the community that kind of keeps us going. And and again, really appreciate the the opportunity to to to speak to you and you know, hopefully it was insightful and uh amazing. Hopefully, you know, the risks are not that are not lonely for that long.

Blake Rea 47:03

Everybody, we are going to leave a link, obviously, down to Oris. You can check out and find an Oris that you love that you want to add to your collection. Um, or of course, you can come to some of the wind up shows and see VJ and and annoy him for you know, for hopefully not 51 minutes, but you know, just not an annoyance. No, I don't know just jokes, jokes aside, you know, just to see the passion that you guys are putting out for the products, the community just you have to experience that with you guys. You know, there's there's no better representation of of the passion that lives between you and Josh and your team and Megan. And I mean, it's it's amazing. So I want to thank you, everybody. Please, if you haven't tried on an or as I would hope you have, try it, try one on. Go to your local jewelry store, try and find their their their dealer locator. And if you can't, come find these guys at Wind Up. And again, thank you so much for spending your time with us.

SPEAKER_03 48:11

And we will chat very soon. Sounds great, thank you.