The Story Behind H. Moser & Cie.: Edouard Meylan on Swiss watchmaking, managing a luxury brand & working with family

What does it take to lead an independent Swiss watch brand while preserving heritage, fostering innovation, and navigating a competitive luxury market? In this insightful conversation with Edouard Meylan, CEO and co-owner of H. Moser & Cie., we delve into the world of high-end watchmaking, family business dynamics, and the challenges of running a truly independent manufacturer.

Meylan, known for his sharp vision and unconventional approach, has played a pivotal role in transforming H. Moser & Cie. into one of the most dynamic independent watch brands today. From redefining the meaning of “Swiss Made” to embracing digital transformation and direct-to-consumer sales, he has strategically positioned the brand for long-term success.

In this interview, Meylan shares his thoughts on craftsmanship, innovation, and the evolving luxury landscape. He discusses the importance of maintaining traditional Swiss watchmaking expertise, fostering young talent, and balancing creative freedom with business strategy. Central to the conversation is his belief in authenticity, independence, and the power of a strong team, values that continue to shape Moser’s identity.

As Meylan reflects on his journey—from his engineering background and global experiences to taking over H. Moser & Cie. with his brother—he offers valuable insights into leadership, vision-setting, working with family, and the future of Swiss watchmaking. His passion for horology, combined with a modern entrepreneurial mindset, makes this a must-read for anyone interested in the art of fine watchmaking and the business of luxury.

Listen to Podcast Ep. 9

Interview by Sorina I. Crisan – Matthey de l'Endroit, PhD

Q1. Can you introduce yourself and tell us about your current role?

Answer: I am the CEO and co-owner of H. Moser & Cie., but in reality, we operate as a small group. We manage several brands, including Hautlence, as well as a division called Precision Engineering AG, which produces components for the watch industry.

My primary focus, however, is leading H. Moser & Cie. We are a team of about 120 people, though my core leadership team consists of just seven individuals, each overseeing key areas such as finance, marketing, operations, sales, product development, and production. I work closely with them to drive the brand forward.

Beyond my role as CEO, I also serve as the face of the brand, alongside my brother, Bertrand. We took over H. Moser & Cie. in 2013 after acquiring it in 2012. It has been a true turnaround story, and the brand has performed exceptionally well over the years. I believe we are one of the most dynamic independent watch brands today.

What makes this journey even more special is the team we’ve built. Many of the people I work with have been with us since the very beginning, and they remain just as passionate and invested in the brand as I am. In many ways, H. Moser & Cie. is their creation as much as it is mine. It’s incredibly rewarding to work with such a dedicated and talented group.

Q2. What makes H. Moser & Cie. unique as a watch manufacturer?

Answer: H. Moser & Cie. is a true manufacturer, meaning we produce our own components in-house. We are 100% made in Switzerland, with 80% of our parts crafted in our factory in Schaffhausen.

We specialize in creating relatively complex watches, meaning that our in-house movements contain anywhere between 120 and 600 components. The level of complexity naturally influences the price. We’re particularly known for our beautiful, minimalistic dials, which are the face of our watches. In fact, the one I’m wearing right now doesn’t even have a logo on it. We believe that every piece we create is a work of art.

We produce only about 4,000 watches per year, making them rare. That’s why our motto is: “H. Moser & Cie.: Very Rare.” It’s not just about the limited quantity, it’s about being family-owned, independent, and thinking differently. We control every aspect of production under one roof, allowing us to create timepieces that stand apart from the rest. That’s what makes Moser very rare.

Q3. What are your thoughts on the “Swiss Made” label, its impact on the Swiss watch industry, and Moser creating the “Venturer Swiss Mad” watch?

Answer: The Venturer Swiss Mad is a statement we made back around 2017 or 2018, if I remember well, when the regulation changed.

The Swiss Made label means that a watch must have a movement developed in Switzerland and that 60% of its added value must come from Switzerland. But that also means a watch could have most of its parts produced in the Far East, for example, and still qualify as Swiss Made.

For our industry — where we’re fortunately producing fewer watches but at higher value — I think it’s important to develop a strong ecosystem that can sustain not only high-end pieces but also more affordable watches made in Switzerland. And for that, you need quantity. You need brands to bring production back to Switzerland.

I don’t think the 60% threshold supports that goal. That’s why we don’t use the Swiss Made label on our watches. We are 100% Swiss Made, and we feel that some brands use the label more as an excuse to justify very high prices rather than as a true mark of origin. Swiss Made should be about promoting an ecosystem that encourages companies to bring production back to Switzerland, creating economies of scale, and allowing us to compete with markets that may have cheaper labor but don’t have the creativity and know-how that we have here.

Q4. How do you see global production trends affecting Swiss watchmaking?

Answer: The reality is that any watch component produced in Switzerland can also be made in the Far East, and the quality is often surprisingly good. With advancements in automation and robotics, production abroad has become highly efficient, making it a strong competitor.

The challenge for Switzerland is maintaining its position across all price segments. Right now, we are losing the lower end of the market, which is crucial for a healthy watchmaking ecosystem. You need entry-level brands as well as high-end brands to sustain the industry.

We’re fortunate to have brands like Rolex that provide scale, but even they produce only about a million watches per year. Over the last decades, we’ve lost millions of watch units from Swiss production. If this continues, we’ll reach a point where Switzerland only produces a small number of ultra-high-end watches. That’s not a sustainable way to preserve jobs, skills, and expertise in the country.

The reality is, many brands take advantage of overseas manufacturing, and if we’re not careful, we risk losing a vital part of our industry.

Q5. Are watchmakers moving to other countries for work and how can the watchmaking industry ensure the preservation of traditional skills and prevent the loss of craftsmanship to other regions?

Answer: I don’t think they’re moving. I think they’re just losing their jobs. I don’t believe they’re ready to go to the Far East to keep their job, especially since the salary is not the same.

I think it’s also the responsibility of the brands to prevent that, to protect and promote the know-how, the savoir-faire, as we say in French. To do that, you need to invest. You need to build skills, train people, and make sure that the older generations, who still know how to do it, share this knowledge with the younger generations. If you don’t, we might lose this knowledge.

Q6. How do you approach training and developing the next generation of watchmakers at H. Moser & Cie.?

Answer: When we talk about the production side — the watchmakers — we have young people coming out of watchmaking schools, and we train them alongside our master watchmakers, who have decades of experience. But we also see teenagers, sometimes as young as 13 or 14, who join us through a dual system where they work while continuing their schooling. It’s essentially a trainee program that allows them to learn directly from experienced watchmakers.

By the end of their four years of training, these young people become highly skilled watchmakers because they’ve combined practical, hands-on experience with formal education. That requires a huge amount of commitment. You need very driven, disciplined young teenagers, and we really appreciate those kinds of individuals. I believe Switzerland has been excellent in fostering this system — allowing young people to learn on the job while continuing their studies. In that sense, I think we’re an example for many other countries.

Q7. How do you attract top young talent to H. Moser & Cie.?

Answer: We actively promote our brand in in Switzerland, in places like the town of Grenchen, and even in Germany, to make sure we attract the best watchmakers as they come out of school. But honestly, our best ambassadors are the people who already work with us — those who came from these schools themselves. They share their experiences and talk about the atmosphere they’ve found here.

They’re the ones who end up bringing their friends and former classmates to join us. That kind of word-of-mouth, coming from people who live it every day, is far more powerful than any official campaign.

Q8. How do you define your target audience, and how do you keep your creations relevant over time?

Answer: I love to say that I am the target audience. I make watches that I want to wear. My brother, Bertrand, and Nicholas Hofmann, who’s our head of sales — we’re all around the same age, with similar tastes — and we basically create watches for ourselves. That’s quite fun. I mean, it’s an incredible privilege to be able to lead a brand and design products for an audience that you personally relate to. In many ways, I could be the persona.

At the same time, this all started 12 years ago, and we’re getting older. So, staying relevant is key. That’s why it’s so important to have young people on the team, to listen to them, and to understand where the market is going. I think we have one of the youngest audiences among high-end watch brands.

Our segment is very strong, and we’ve really benefited from having younger collectors. At first, some of them were a bit too young — not all of them could afford a Moser watch. But that’s changed over the last five or six years. What’s interesting is that we never lost the older clients; they’re still with us. But now, we’re also attracting a lot of younger ones.

And let’s be honest — everyone wants to feel and look younger. So it’s a great position to be in.

Q9. Do you sell your watches globally, and how has your distribution strategy evolved in recent years?

Answer: We do. We’re present in about 40 different markets, with around a hundred points of sale. We’ve also started opening our own boutiques and have showrooms. And, of course, we sell online as well, which is something relatively new for us; it’s been about four or five years. We were one of the first in the industry to take that step and I think it’s completely transformed our business model.

Q10. Did selling online turn out to be more successful than you expected?

Answer: Surprisingly, yes, and that was a big surprise for us. But that’s where COVID was an amazing opportunity, because we had no choice but to start selling online. And then we suddenly discovered that there’s a lot of appetite to buy directly from the brand online. And now, it’s a very important business for us, because it’s full margin with very low cost.

Q11. How has your online presence impacted the way you connect with customers and grow the brand?

Answer: It really helped the brand. First, we offer a concierge service and not just a simple checkout system to our customers. And second, it allows us to get to know our customers better and understand what they like and what they need.

It’s been an amazing opportunity and let’s be blunt, it gives us much more cash to invest in new initiatives, new projects, and new innovations. I think that’s something we’ve done well: to constantly invest in building the brand. For example, we have projects now that we’ve been working on for several years, and people will only see them in two-three years from now. Those are huge investments, but they’re essential if we want to stay relevant.

Q12. You mentioned how direct-to-consumer sales have given you more freedom to invest. Where are you focusing those investments today?

Answer: There are many things. If I look at product development, it’s new materials. We’re doing quite a lot of research, also with universities, on new materials that could add value to our products. And then there are new complications — more complex movements. These can take six or seven years to develop and represent millions in investment for just one new movement.

We’re also looking ahead to 2028, when we’ll celebrate 200 years of Moser. Obviously, we want to have some really exciting things to launch and showcase that year.

On the marketing side, it’s allowed us to partner with Alpine Motorsport — both with their Formula 1 team and their road cars. We’re developing products and instruments with them, and that’s really fun. It gives our engineers — and theirs — new fields of expression. We’re working on fascinating instruments for Alpine’s road cars, and at the same time, creating some crazy watches for their engineers and drivers.

In a way, it’s sponsorship, so it comes with a cost, but it also stimulates innovation. That’s something we couldn’t have afforded five years ago. And it’s something that’s really been made possible by the direct-to-consumer business model.

Q13. How do you balance setting the vision for your brand while ensuring your team is aligned and focused on the right priorities?

Answer: Well, that’s the role of a CEO. I think as a leader, you set the direction — you look at, say, a hundred projects and decide: these are the 10 most important ones, priority one. These are the next 20, priority two. And then you set the pace. That’s why I always tell my team that the way we work is by constantly generating ideas and having a vision for where we want the brand to go.

But I think it’s my role to tell them: “This is what matters. This is the project that is important.” And then they implement it. That’s what’s becoming more interesting now —because a few years ago, I had to implement everything myself. But now that we have a much wider team, I can take a step back, focus on the big picture, and guide people on what’s important and what the challenges are.

My job is also to make sure they see that big picture. That’s always been one of my strengths, to share that vision. And that’s the feedback I often get: “You know where you're going, you have this big vision, but sometimes we need to understand it better.” Because everyone is deep in their own work, they don’t always have the time or perspective to step back. And I’m supposed to be the one providing that clarity, not just calling the shots.

So, finding the right balance isn’t always easy. I think I’m good at making decisions. I’m less good at clearly communicating the big picture to my team.

Q14. How do you ensure that your team understands your vision and that it can overall avoid communication challenges?

Answer: We do regular coaching sessions, and as part of those sessions, there’s an exercise where we stand in front of each other, one by one. You have one minute to say what the other person does well and what they need to improve. Just the headline, no explanations, no justifications. You simply say what you have to say, and people need to look each other in the eyes. It’s a lot about trust. We’ve been doing this exercise for two years now, and it really helps us understand frustrations and areas for improvement. You usually start with the positive, but it’s a choice.

I think this exercise unlocks energy, and at the same time, it prevents misunderstandings or conflicts later on.

Q15. How are you fostering a culture of feedback within your team?

Answer: Our coach always says it’s a muscle, you need to train it. We didn’t have a culture of feedback before, and that’s something we’re really working on.

If you look—I’ll show you a bit of my office—you’ll see all these colored post-it notes on my wall. These are all ways we give each other feedback. There are color codes, and within the organization, we also make sure to celebrate small wins. That’s very important.

But it doesn’t come naturally. I think it was really valuable for us to have this initiative with someone guiding us through it.

Q16. Did you always aspire to run your own company? And what is your educational background?

Answer: I think I always had the ambition to do my own thing, I just didn’t know what or how. But yes, I’m an engineer from the Swiss Federal Institute of Technology, where I studied micro-engineering. I’m someone who always wanted to have a broad spectrum of knowledge. That’s why I chose micro-technology: it covers computer science, mechanics, and many different fields and at the end of the program you’re not a specialist in anything.

I’ve never been a specialist in anything because I didn’t want to be a specialist. I always found people who were better than me in every specific area, so I thought, I’m going to be good at having an overview of everything. That was my ambition, and that’s what I did. That’s also why I did an MBA at Wharton later on, to expand my knowledge in finance, marketing, sales, accounting, strategy, and more.

Q17. In retrospect, what milestones have helped equip you with the skills you need today as CEO of Moser?

Answer: First, I worked in Switzerland, in Zurich, where I did some consulting. Early on, I had the ambition to do an MBA because I wanted to gain a deeper business understanding and learn from different industries. So, I spent three years in consulting before moving to Asia.

Since I was born into the watch industry, I had the opportunity to go to Southeast Asia and work in the field. My parents had sent me abroad as a kid to learn languages—I learned English in the U.S. at a young age, which was an amazing opportunity that made me comfortable with living abroad. Later, I studied in Germany, which helped me improve my German, otherwise, I think wouldn’t be here today, since that’s the main language where I now live.

After a while, I started feeling stuck in Switzerland and wanted to explore new opportunities, which led me to Asia. It was a great experience, but that’s also where I realized the skills I was lacking. That’s when I decided it was the right time to pursue my MBA in the U.S.

When I came back to Europe, I first co-founded a startup with some friends in Paris, but it failed. Soon after, the opportunity to acquire Moser came up. Initially, the idea was just to acquire it and I hadn’t planned on joining the organization. But being part of the family of owners, having the language skills and a technical background, I was in a good position to take on a role.

Still, I had to prove myself. Coming off a failed startup, it took time to build trust with the team and gain recognition externally. But over time, I earned that trust, and that helped me grow into my role.

Q18. Many successful entrepreneurs talk about the importance of failure. How has failure shaped your journey?

Answer: I think failure is essential. Of course, if you can succeed right away, that’s ideal, but in my case, my experience with Celsius, my previous venture, was crucial to the success of H. Moser & Cie. There were key lessons I needed to learn, and I don’t think I would have truly understood them without going through those challenges.

Failure, or at least facing adversity, forces you to ask yourself the right questions. It helps you understand the parameters, the key metrics, and the elements that you need to build a strong company. It also teaches you to trust and listen to the right people, which is something I didn’t do in my first venture. Back then, I thought I knew better than anyone else, and that mindset is one of the fastest ways to fail.

In the U.S., failure is often seen as a badge of honor. Venture capital firms actively seek entrepreneurs who have failed before because they know those experiences build resilience and insight. In Europe, we don’t have the same culture around failure, which is unfortunate. There’s a lot of value in failure: it pushes you to grow, adapt, and ultimately, become better.

Q19. How do you build and maintain a strong circle of trust within your team?

Answer: It starts with a small, with just a couple of people very close to you that you can truly trust, people who are ready to give you honest feedback. That was something I struggled with in the beginning. It was difficult to find people who weren’t afraid to tell me when something was wrong.

At first, I had more external voices, but then I started hiring people where trust naturally developed. I understood their way of thinking, their judgment, and over time, that trust became solid. Then, they started hiring people who shared that mindset, and this new mindset became part of our culture.

Of course, mistakes happen. Sometimes, you bring in someone who doesn’t fit, and it’s important to recognize that early. If you don’t, it can damage the entire circle of trust. But when you find the right people, that trust expands naturally.

Q20. You work closely with your brother at H. Moser & Cie. How does that dynamic work, and what roles do you each play?

Answer: We started working together fairly early, and even though we have very different roles, it works well. He’s very much on the front lines, managing our subsidiaries and handling sales. Our first subsidiary was in Hong Kong; that’s where it all began. Initially, he was buying our products and reselling them, which is how our professional relationship started.

Structurally, we have a holding company, so my brother doesn’t report to me directly, he’s more like a client in a way. And we operate as a virtual team, making key strategic decisions together, especially when it comes to products. We don’t treat our subsidiaries as separate entities; we work as one unified team. He’s deeply involved in our distribution strategy and product decisions, and we discuss these things pretty much every day.

We also travel a lot together for key launches and boutique openings in his markets. Since he spends more time in the market, he brings in a lot of direct feedback. In the independent watch segment, clients want to know the people behind the brand, and having both of us involved gives an extra layer of credibility and authenticity.

Over time, we’ve expanded our structure, adding subsidiaries in Shanghai, Dubai, and New York, all of which report to my brother. This setup keeps us very close to the market, and it’s been a big advantage.

We have different strengths: I’m more analytical, while he’s more hands-on and transactional. That contrast works well, and I think it’s a very complementary partnership.

Q21. How do you and your brother handle disagreements or differences of opinion when making business decisions?

Answer: I don’t think it works every time, but like with anyone else, the key is to be honest and address potential conflicts as early as possible. In our case, we’ve disagreed a few times, but we always end up finding common ground. The fact that we can talk honestly and challenge each other helps us make the right decisions in the end.

I have a lot of ideas, and he has a lot of ideas too. I’ll throw something at him and say, “This is what I want to do. What do you think?” Then, you have to be ready to hear “no” from the other side.

The problem arises if you try to control everything and don’t have trust in your partner. It won’t work. You need to know your own strengths and where they end, and then be willing to take advice from someone else, whether they’re family or not.

Q22. How did your working dynamic with your brother develop over time?

Answer: I think it came naturally. We were very different as kids, both very competitive, but we got closer as we started working together because our interests aligned. Over time, it became clear what each of our competencies are and what each of us should be responsible for, and we discussed those roles a few times to refine them.

Today, I include my brother in a lot of projects, like for example: product development. Technically, since he’s a client in a way, he wouldn’t have to be involved in that. But I think it shows the trust I have in his judgment and taste. And I think that makes him feel part of the core team, which is very important for him. And it is important for me to have somebody like him who can freely say to me: “Hey, shut up.” Because we’re brothers, it’s not about hierarchy and he’s probably the one person who will tell me I messed up more than anyone else in the organization. That’s important.

Sometimes, when a direct report is needed, hierarchy comes in. And because you’re paying the salary, it creates a certain bias. But, that’s not the case when it comes to family-work dynamics. Of course, there can be emotional challenges along the way, but that’s where communication is key. If you sense a conflict arising, you have to address it before it becomes a bigger issue.

Q23.   How much of an influence did your family’s background have on your decision to work in the watch industry?

Answer: They’re 100% an influence. I grew up in a family deeply involved in watchmaking.

My father was a CEO in the watch industry. He also studied in Lausanne at EPFL, earned a master’s in mechanical engineering, and later completed an executive MBA at IMD. His educational path was very similar to mine. So I cannot say my background didn’t influence me.

In terms of character, my father has always been quite outspoken in an industry where not many people are. He has always stood up for his values, even against some of the biggest leaders in the industry. He grew up in the Vallée de Joux, and to this day, he remains the only CEO from the Vallée de Joux to have led one of the major Swiss manufacturers.

That background definitely shaped who we are—how we speak, how we communicate, and how we stand up for the values of traditional watchmaking. For us, protecting that heritage is essential. Even though I moved away from the Vallée de Joux, the history of this industry and its craftsmanship have always remained close to my heart. It’s part of who we are, just as it was for my ancestors. For example, in my office, I have a pocket watch from the Meylan family, which holds a lot of meaning for us.

So, our family history has undoubtedly shaped who we are today. We aim to be modern while still respecting tradition. At the same time, we try to be outspoken—to stand up for our values, for what we believe in, and not just stay quiet like so many others in this industry.

Q24. How do you see sustainability evolving in the watch industry? Do you think it’s still a priority, or has it become more of a marketing tool?

Answer: To be honest, it was a hot topic a few years ago, but much less so now. I think sustainability has been used a bit too much as a marketing tool; there’s been a lot of greenwashing. You see people picking up a little plastic on the beach in front of journalists and then claiming their watches are sustainable. I disagree with that approach.

As an industry, we need to actually improve. Some labels are being created, some processes are being put in place for sourcing materials. Our Responsible Jewellery Council initiative was a great start (see the link for the Moser Nature Watch). But what disappoints me is that everyone seems to want their own label. Everybody is going their own way instead of aligning towards common standards. At some point, this needs to be a collective effort to improve as an industry, not just individual initiatives designed to sell more watches to a certain segment of customers.

Like everything, I think there are two ways sustainability will really become a major focus and be properly implemented. Either Rolex or a major group takes the lead, sets the benchmark, and everyone else follows. Or, it’s driven by consumers — if sustainability becomes a real demand from them, brands will have no choice but to adapt.

A few years ago, customers were talking about it and asking questions. But to be honest, in the last couple of years, I haven’t had a single customer ask me about sustainability — how we source materials, how we optimize energy use — nothing. Right now, it’s definitely not coming from consumers, at least not our type of consumers. So if things are going to change, it has to come from within the industry. There are discussions happening, but unless a major leader steps up and really commits to it, I don’t think much will change.

Q25. How do you define persuasion, and how does it relate to your leadership style?

Answer: My definition of persuasion, if you link it to leadership, is not even a word in my vocabulary. Persuasion, to me, has a bit of a negative tone, like pushing people toward something. Whereas I believe leadership is about bringing people with you, and that sometimes requires a bit of compromise.

I don’t believe in pushing an idea. If people aren’t convinced, I’m not going to try to persuade them. Instead, I focus on bringing them on board, making them part of the journey. That’s just my leadership style. So, I wouldn’t say I’m a big advocate of persuasion, at least not in the way I understand it.

Q26. What excites you most about the new wave of watch brands entering the industry?

Answer: I’m super excited to see a lot of new brands. There’s so much innovation and creativity in our industry right now. And as I’ve said before, that’s key for the Swiss watch industry: to have young entrepreneurs trying new things.

There was a golden era when it was almost too easy to start a brand, and that brought a lot of people into the industry. But I think some underestimated the challenge of building something truly relevant and sustainable. It’s tough. It’s a very, very competitive market, and honestly, there are way too many brands.

That said, some of the biggest brands today were startups 20 years ago. Look at Richard Mille or even Moser a few years back. It’s great to have these kinds of people pushing the industry forward—just like in any other industry—because, at the end of the day, it’s an ecosystem. The major brands are like big ships with a lot of inertia, moving in one direction. But it’s these smaller, more agile initiatives on the side that make people think, question things, push boundaries, and bring real innovation and creativity.

And that’s what excites me.

Q27. What qualities do you look for in people joining the watch industry and what is your advice to young professionals interested in following a similar career path to yours?

Answer: One thing that’s really important to me in this industry is finding people with a general knowledge of watchmaking, not just of a single brand. I think too many people have worked with one brand and only know that brand.

For me, it’s essential to work with people who have a common interest in the industry as a whole, who understand its different eras. It’s like art. If you study art, you need to know the different periods. You should be able to talk about Picasso and understand his Blue Period. In the same way, I want to work with people who know where we come from so we can decide where we want to go.

That doesn’t mean they need to know everything, none of us do, but they should be able to reference certain eras, products, or even brands that may not exist anymore. It could be as specific as a type of hands or a movement finishing. If they don’t know, then they should go out and learn.

We have Watches and Wonders coming up: go there, look at brands, try to understand the thought process behind them. We need people who bring ideas, who aren’t afraid to speak up, because that’s how we stay relevant. Young people are the future of this industry. They need to challenge us. We think we know where we’re going, but honestly, we have no idea.

Brands are like living entities, they evolve. And to evolve, they need to be influenced by external factors. The younger generation is a crucial external factor. So be curious. Visit stores, ask questions, go to fairs, visit manufacturers if you can. And don’t just look at today’s watchmaking, study the past, too. That’s how we move forward.

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#Watchmaking #Innovation #Entrepreneurship #Sustainability #FamilyBusiness #Management #Skills #Advice #Interview #Switzerland

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Edouard Meylan

CEO and Co-Owner

H. Moser & Cie. | Switzerland

*Note: This interview was recorded on March 5, 2025, and has been edited for clarity, ease of readability, and length.

**Illustrations: The photos included in this interview were provided by Edouard Meylan. Him and his brother are shown at the 2024 Grand Prix d’Horlogerie de Genève (GPHG), where H. Moser & Cie. won the award in the Time Only category, with the Streamliner Small Seconds Blue Enamel watch (link here).