No, and I'm not going to claim to be one. I owned a Rolex Yacht-Master II and proudly parted ways with it.

What I am is someone who knows how to pay attention. To the market, to where it's moving, and to the archetypes customers speak through. That's the part of this job you can't fake, and it's the part I've done for twenty years.

Bob's isn't a maison. That's exactly why you hire people who came out of one, and it's working.

What you also need is someone who knows premium, knows luxury, and knows everything in between, and who will get their hands dirty without a Burberry or Margiela budget sitting behind them.

You want to be the watch worn by the guy who shops Bottega Veneta. You grow into that.

Because the business has outgrown the brand that got it here. The company you're building now is not the company the look was built for.

No team yet is the good part. I'd rather build the standard than inherit one.

I come in with an AI stack already running, which means I can produce at volume on day one instead of asking for headcount first. Then we hire against real work, not a guess.

The goal is simple. The best looking, best sounding brand in pre-owned watches, top tier by any luxury measure.

Yes. The real question is when, and in what order.

A rebrand doesn't start with a logo. It starts with what the brand believes, what it's here to do, who it's for, how it carries itself, and how it speaks. And how it speaks should change depending on who's in front of it and what the moment calls for. That's the strategy layer, and it's the cheap part. Get it right and the visual work almost tells you what it wants to be. Skip it and you've paid a lot of money to repaint the same house.

Full rebrands are expensive, and that's a bigger conversation than a hiring one. So I'd do the strategy first, on the inside, with the team. It costs time instead of budget, and when the visual conversation does happen you'll know exactly what you're buying and why.

The strategy work would tell you one thing fast. You're serving two buyers. Quiet money, Zegna and Cucinelli, nothing shouting. And the younger buyer who came in through music and culture, who sits at the Dior and Celine end. The same site has to feel built for both of them, and that's a brand problem before it's a design problem.

The one thing I wouldn't touch is the name. A rebrand isn't a rename. "Bob's" is approachable, and approachable is a big part of why someone trusts you with a watch that costs more than their car. WatchBox renamed itself The 1916 Company and now has to warn its own customers about sites still trading on the old name.

Unbelievably passionate. I treat the brand and the product like they're mine, the customers like they're mine, and the team like family.

I'm not precious about whose idea wins, as long as we're all aimed at the same North Star. I lead with execution, I do as much of it myself as I can, and I'd rather solve a problem before it exists than manage it after.

I'm very good at staying in my lane. My lane just happens to operate like a freeway with a lot of lanes inside it.

I want to be there. The best creative I've made came out of a room, not a Slack thread.

Trend forecasting especially. That's a conversation you have out loud, with product in your hands and people reacting in real time. You can't do that asynchronously and you can't build a team that way either.