Nicholas Hofmann: The year has been positive. In terms of business overall, we're still very much in a growing situation. We just need to be cautious; the markets have slowed down. So, back to the basics of what makes good businesses succeed, and this just requires us to be more focused, more present, more in the market. To come up with not only good products, but being in touch with people, trying to understand how the markets are evolving.

NH: If I say good, it's going to be very boring. In today's market, you need to come up with pieces which are striking. I think the citrus green is something a little uncommon, but like how Moser, maybe over 10 years ago, came up with the blue, green, and red; they were daring colours. Now those colours are more mainstream. We push the boundaries even further and come in with a very strong, vibrant colour that's cool looking, fresh, and very summery with the Super-LumiNova on the side. Then the Cosmic Green—a few years ago, we reintroduced it in 40 mm with a new facelifted movement. It's a very contemporary looking movement with the anthracite finishing, and more skeletonised elements around the escapement. It matches the client that is going to buy that kind of watch, matching the horology in a modern way, and not being too classical. That's where we wanted to go.

NH: It depends on how you qualify best. Is it in terms of units, turnover, or visibility? Overall, it's probably the Pioneer. It's a strategic collection, because it's our entry price point. It's the door into the Moser world. And what is exciting is that it was not the case 10 years ago, but you have clients that start with a Pioneer and then can work their way up into the range or in the depth of the collection. Then there's Streamliner, because it is a very iconic design. It has a very different integrated bracelet. The demand on this one has been phenomenal. We had to stop taking orders on it.

NH: Our first boutique in Hong Kong was a milestone for us. Now we also have Shanghai, Beijing, and a boutique opening up in San Francisco. And yes, we have a boutique plan for Delhi before Diwali, if everything goes well. That is also a big step for us. We try to choose where we want to have a boutique very strategically. Maybe 15 boutiques worldwide in the next three to four years, but in key locations with key partners. And India is a very strategic market for us. It is a massive market, and I think we're still just scratching the surface of the potential. There's good news as well on the economic side. Between Switzerland and India, there are some free trade agreements that will be implemented by 2026 or 2027, which will reduce taxes. That means you'll see the watch industry and more watch brands being more present in India. And that's where Moser obviously wants to be, at the front, rather than waiting for the train to leave the station.

NH: I would say being true to ourselves, not losing what makes Moser special and rare, this essence of disruptiveness, of unexpectedness, and to surprise. You need to bring smiles and sparkles in the eyes of clients. We're not growing for the sake of growing. We are growing because there is a demand in the market that we cannot satisfy.