Interview | Pascal Bechu, CEO of Arnold & Son and Angelus, on Growth In India, Retail Strategy And The Future of Luxury Watches

There are few realms of luxury in which history is quite so inseparable from the object as it is in fine watchmaking. A mechanical timepiece is, after all, more than an instrument for measuring the inexorable passage of hours; at its finest, it is a miniature theatre of human ingenuity, where centuries of accumulated knowledge are translated into gears, springs, bridges and exquisitely finished surfaces. Few maisons embody this dialogue between heritage and horological invention quite as compellingly as Arnold & Son and Angelus. The former traces its intellectual lineage to John Arnold, the celebrated eighteenth century English watchmaker whose pursuit of precision, astronomy and chronometry helped shape the development of marine timekeeping, while the latter carries a Swiss legacy dating to 1891 and a distinguished history of chronographs and complicated mechanical watchmaking. Under Pascal Béchu, who became CEO of both brands in May 2026, these histories are not treated as museum pieces but as foundations upon which contemporary high watchmaking can be imaginatively constructed. As Arnold & Son and Angelus prepare for a new phase of mechanical innovation from 2027, their gaze is increasingly directed towards markets where horological connoisseurship is evolving with remarkable velocity, particularly India and Southeast Asia. In a conversation with Outlook Luxe, Pascal Béchu discusses his journey through the world of luxury watchmaking, the distinct identities of Arnold & Son and Angelus, the rise of a new generation of collectors.

What first drew you to the watch industry more than 25 years ago?

Pascal Béchu: From the age of 8, I was introduced to the fine arts and began practising them. It became a genuine passion that developed into a love for beautiful objects. When it came to choosing my studies and career path, it seemed obvious to me that I wanted to combine my interest in marketing and brand management with this passion for beauty and craftsmanship. The luxury industry was the obvious choice, and watchmaking was already a product category that had interested me since I was 15.

Looking back at your career across TAG Heuer, Ebel, Movado, MCH Group and Harry Winston, what have these experiences taught you about the evolution of the global luxury watch market, Swiss watchmaking, and building and leading global watch brands?

PB: I have been fortunate enough to work for a wide range of companies and brands across a broad spectrum of price points. Throughout my career, I have also held many different roles across all areas of marketing, whilst managing sales in specific regions and on a global scale. All these experiences have helped shape my understanding of the watch industry and brand-building. I have learnt that, above all else, it is the product that matters! You can do everything else, but if the product isn’t up to scratch, you won’t succeed. The soul of every product draws its strength from the brand’s heritage and legacy, from the innovation and beauty of the mechanics that drive each timepiece, and finally from the craftsmanship and design that make your watch stand out. These three elements are essential for success. Then, beyond a good strategy, everything hinges on execution.

What attracted you to Arnold & Son and Angelus in 2021?

PB: By the end of 2020, I felt I wanted to return to the world of watch brands. I missed working with the products. The opportunity arose to join a new management team at Arnold & Son and Angelus. Then, as I looked into these two brands, I realised just how exceptional their heritage was and what potential they held. I was also joining a fantastic team with whom I’d worked before. That also played a very important part in my decision to join these two brands.

How did you approach growing two brands with strong high-watchmaking identities?

PB: Both brands stand apart by following their own distinctive paths. Each brand’s vision is clear, and it stays true to its identity.
We cultivate the heritage to John Arnold and his son through our 3 principles: Astronomy, Chronometry and Worldtime. In 2024 and 2025, we celebrated the 260th anniversary of John Arnold’s legacy with the Constant Force Tourbillon 11, which revisits the first Abraham-Louis Breguet tourbillon, mounted initially on John Arnold’s No. 11 chronometer movement. These true stories are key to build the brand awareness across collectors.
Similarly, at Angelus, we reinterpret the iconic timepieces that have defined the Swiss brand since 1891 through two distinct lines: L.A.B. (Legacy and Beyond), showcasing contemporary flying tourbillons and chronographs, and La Fabrique, offering modern takes on vintage chronographs and repeaters.

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What do you believe drove the strong performance of Arnold & Son and Angelus under your leadership?

PB: Since 2021, we have reviewed every aspect of our business – from products and distribution to marketing – and have demonstrated great discipline and consistency in implementing our strategy. We have a long-term vision, driven by a dedicated team, and we also enjoy the support of a group that shares this long-term approach. Above all, we work hand in hand with our manufacture (Manufacture La Joux-Perret), which has proved essential for developing new products and fostering innovation. It is also important to bear in mind that interest in high-end niche brands has continued to grow in recent years. Our authenticity, our in-house manufacture, our exclusivity and our heritage appeal to our audience of collectors.

What changed when you moved from global sales to managing director in 2024?

PB: As Vice-President of Global Sales, I was already deeply involved in the brand’s global strategy, going beyond purely commercial aspects. As Managing Director, and now CEO of both brands, I still devote 50 per cent of my time to commercial matters, but the rest of my time is now dedicated to all the other aspects essential to running a business: product and design, marketing, communications, human resources, finance – not to mention always looking ahead to the future. I am constantly developing our plans for the next five years. I feel that I am making full use of all my past experience in this role.

You became CEO in May 2026. What are your immediate priorities and your vision for the brand’s next phase of growth?

PB: At Arnold & Son, recent launches have further enhanced the splendour of its heritage, which is now widely recognised by collectors. As for Angelus, the success of the La Fabrique collection has re-established the brand as one of the leading manufacturers of historic chronographs and haute horlogerie timepieces.
From 2027, we will enter a new phase in the development of our two brands with the launch of new strategic calibres for both.

The aim is to continue paying tribute to the magnificent heritage of our two brands through new mechanical innovations, whilst showcasing the craftsmanship and unique design of our timepieces. I cannot reveal anything yet, but I assure you that both Arnold & Son and Angelus will soon surprise you with exciting new mechanical evolutions and creative expressions true to each brand’s spirit.

Also Read: Five New Watches That Caught Our Eye At Geneva Watch Days 2026

How do you see independent and high-watchmaking brands competing against the larger Swiss groups?

PB: You wear a mainstream brand for its status, but you wear a haute horlogerie timepiece for the emotion it evokes. We are human beings driven by emotion, and we will always need to reconnect with something genuine that holds meaning for us.
In a world that moves faster and is more digital, exclusive mechanical watchmaking offers something timeless: human artistry, patience, and mastery that you can feel on your wrist. An Arnold & Son or Angelus timepiece is a story of craftsmanship, heritage, and emotion. People are drawn to such elements because they connect them to tradition, enduring beauty, and the reassuring idea that an object can last a lifetime and beyond.

Our brands are recognised for delivering the highest quality at a fair price. Our goal is to combine exceptional finishing with true originality and rarity, without ever compromising on value. With a dedicated small team across both brands, we are able to cultivate a very personal relationship with every retailer and collector we meet. Today, success is not only about technical innovation—it’s also about forging authentic connections with a brand that resonates with your personal values.

What role do younger collectors play in the future of high watchmaking?

PB: Before the COVID pandemic, many people were highlighting the threats of lack of interest for watches from the younger generations or the risks that smartwatches would replace mechanical watches. When we have been able to travel again in 2021, I have been amazed to see the exact opposite happening: a new generation of collectors was discovering the craftmanship we offer and the legacy behind our timepieces.
We bring to life the heritage, values and artisanal expertise of our houses through sincere and inventive creations that resonate with our clientele – from established collectors to younger generations – who are seeking meaning and authenticity rather than mere symbols of social status.

How important are emerging markets such as India and Southeast Asia to your growth strategy?

PB: Emerging markets such as India and South-East Asia are absolutely crucial and a priority for our long-term growth strategy. These regions not only represent opportunities for geographical expansion, but are also the main drivers of our future growth for a number of strategic reasons:
India and South-East Asia are home to a young population whose purchasing power is growing rapidly. This creates a base of new consumers unrivalled in mature markets.
At the same time, interest in watchmaking – and particularly in haute horlogerie – is growing, with a clientele of enthusiasts who are becoming increasingly knowledgeable thanks to the efforts of the brands, but above all to key local players who share Swiss watchmaking expertise. The fact that India is hosting the GPHG-nominated watches for the second time in three years, under the patronage of Ethos, is the best example of this.

What is one lesson from your 25-year career that continues to influence your decisions today?

PB: You may have a excellent idea, but if it is not perfectly executed, it will be remembered as a bad idea.