Jérôme Lambert is a man who approaches time with remarkable precision. On most workdays, he wakes up before dawn and sleeps no more than four hours. When necessary, he resets himself quickly—resting, waking, and continuing with the efficiency of someone who has trained his life to follow a rhythm.
The routine is not for performance or display; it is simply how he functions. “It’s a question of training,” he says. “You learn to adapt.”
That quiet discipline runs through both his habits and his leadership style—and helps explain why, after more than a decade away, Lambert has returned to Jaeger-LeCoultre, the Swiss watchmaker he once led as its youngest CEO. His goal, he explains, is not to recreate the past but rather to focus on the work ahead of him.
Upon leaving the company in 2013, Lambert charted one of the luxury industry’s most impressive executive paths. After leading Montblanc and A. Lange & Söhne, he spent seven years in senior leadership at Richemont. Over time, however, the farther he moved away from products, the stronger the pull towards creation became.
“You start thinking about more than just your title, but also about what you do that is important and valuable. After seven years in corporate, it was important for me to get back to the creative side of the business and be directly involved in business development and value creation,” he says.
The decision to return to Jaeger-LeCoultre wasn’t premeditated. It was influenced by timing, context, and personal clarity. As the house evolved, so did he. Its fundamentals, however, remained unchanged: a commitment to innovation, an uncompromising focus on mechanical excellence, and the Reverso’s unparalleled legacy.
As he puts it, “It’s a bit like swimming in the same river twice. While it may appear the same, the water is never the same, so it’s never truly the same river.”
Lambert speaks of the brand without nostalgia but with an obvious familiarity. Upon his return, he walked the halls of the manufacture and reconnected with watchmakers, designers, and staff, many of whom he hadn’t seen in 10 years, but who still greeted him by his name. “That was the biggest reward,” he says. “It was like a family gathering…you have that warm feeling of being home and being part of a family.”
He makes it clear, however, that his return has nothing to do with restoring a legacy. It is about momentum, and putting things back in motion with greater precision and purpose. “In the case of Jaeger-LeCoultre and other grand maisons, we are really standing on the shoulders of giants. As CEO, you feel more like a steward, serving the maisons others have built before you.”
In today’s global and fragmented landscape, that perspective is crucial. The number of independent watchmakers is growing, and younger collectors are less constrained by traditional brand hierarchies. In addition, the digital culture has also transformed how people discover and connect with craftsmanship.
Lambert views these as opportunities, not challenges. “The more diverse and demanding the market, the better it is for Jaeger-LeCoultre,” he says. “We place great emphasis on intrinsic value. It’s something we understand deeply. In terms of watchmaking content, we have one of the largest catalogues of movements and a very diverse design language.”
He isn’t interested in theatrics or chasing attention. Lambert’s focus is squarely on the work: technical integrity, thoughtful design, and long-term relevance. With over 1,400 calibres, 430 patents, and 180 metiers under one roof,
Jaeger-LeCoultre has long earned its title as the “watchmaker’s watchmaker.” The Reverso, its most recognisable creation, is a perfect example of what it means to evolve within structure. “It’s a co-substantial object—completely fused with the brand’s identity. In 94 years, we’ve created more than 50 movements for it—that’s more than one new movement every two years, for a shaped watch. That tells you something about its versatility and staying power. The manufacture nurtures the Reverso, and in return, the Reverso lends the brand its elegance, sophistication, and signature presence.”
This year’s novelties reflect that philosophy: a Milanese bracelet that wears like a second skin, dials inspired by Persian literature, and a newly developed world-time complication that’s intuitive, elegant, and quietly ambitious. There is no spectacle. For those who understand what they’re looking at, the complexity is evident.
Besides products, Lambert is investing in education through experience. Jaeger-LeCoultre’s Atelier d’Antoine’s immersive programme for collectors and enthusiasts invites participants into the creation process. It helps foster deeper and better relationships between the product and the craft of watchmaking.
“If someone understands how something is made—not just what it looks like—they value it differently. They see the work. They appreciate the intent,” he says.
His approach is largely characterised by straight-line thinking. His goal isn’t to create a moment. Lambert is building something more durable: a maison where technical mastery and creative precision remain inseparable, and a team that moves precisely together.
