Jérôme Lambert's Unique Leadership: A Second Chapter at Jaeger-LeCoultre

Jérôme Lambert has served as CEO of Jaeger-LeCoultre on two separate occasions, first at the age of 33 and again at 56, following a period as CEO of the Richemont group. This unique career trajectory is characterized by his return to lead the luxury watch brand.

Jérôme Lambert's career trajectory is characterized by his return to lead Jaeger-LeCoultre on two separate occasions.

Manufacturing Complexity

Jaeger-LeCoultre's manufacturing facility integrates 235 distinct skills and crafts. Many of these specialized skills are mastered by only a small number of individuals. For example, only two watchmakers are proficient in creating Grande Sonnerie movements. Training new specialists requires significant time, such as nine months for a new Grande Sonnerie watchmaker, which presents a challenge in balancing production levels with the need to ensure the continuity of specialized knowledge.

Jaeger-LeCoultre's manufacturing facility integrates 235 distinct skills and crafts, with many mastered by only a few individuals.

Leadership Philosophy

Lambert, whose background includes work in public administration, attributes his career path to curiosity and a desire "to leave a mark." He stated that his appointments to CEO roles were by invitation rather than active pursuit. During his second tenure, he acknowledged that both he and the company had evolved, necessitating an "elevation of his level of game" to align with the brand's growth and maturity over the preceding 12 years, particularly concerning its talent and capabilities.

Lambert attributes his career path to curiosity and a desire "to leave a mark," emphasizing his CEO roles were by invitation.

Brand Activities Beyond Watchmaking

Jaeger-LeCoultre engages in projects outside traditional watchmaking, including partnerships with chocolatiers and producing honey from bees located at their manufacture. Lambert explained these initiatives aim to enrich the brand experience, encourage sharing, and offer additional avenues to communicate the brand's philosophy across different sectors.

Jaeger-LeCoultre engages in projects beyond traditional watchmaking to enrich the brand experience and communicate its philosophy across different sectors.

Stance on Industry Awards

Jaeger-LeCoultre does not participate in the Grand Prix d'Horlogerie de Genève (GPHG). Lambert considers the brand's continued operation for 193 years at its original location and its annual training of 40 young apprentices as its most significant accomplishments, prioritizing internal development and skill preservation over external recognition.

Jaeger-LeCoultre does not participate in the Grand Prix d'Horlogerie de Genève (GPHG), prioritizing internal development and skill preservation over external recognition.

Response to External Pressures

Lambert maintains a composed approach when confronted with rumors, such as one speculating about his plans to acquire Jaeger-LeCoultre from Richemont. His extensive experience, which includes seven years as CEO of Richemont and navigating multiple financial crises, contributes to his calm demeanor. He has drawn parallels between managing such pressures and his past experience as a rugby hooker, a position known for its intense demands.

Lambert maintains a composed approach to external pressures, drawing parallels to his past experience as a rugby hooker.