With over two decades in the watch industry, Benoit de Clerck brings a rare blend of global perspective, strategic clarity, and human-centred leadership to the helm of Zenith. Having worked across markets and alongside some of watchmaking’s most influential figures, he now leads one of the industry’s most storied manufacture into its next chapter.

As Zenith marks 160 years of continuous innovation, Benoit reflects on the evolving role of leadership, the value of authenticity, and what it means to guide a brand with such deep heritage while keeping one eye firmly on the future.

Where did your passion for watchmaking come from?

My passion for watchmaking was always there. I was always mesmerised and intrigued by how a mechanical watch functioned. But none of my family were watch geeks, watch aficionados, or watch collectors, per se, except that my father had a very old watch in his drawer, not functioning, but mechanical, with an open back case. And when I was a kid, I used to go into his office and open the drawer, look at the watch, and say, oh my god, this is fascinating. But at the time, this was the extent of my interest; I didn't yet have a passion or a dream to work in the watch industry.

As a young adult, my interest in mechanical watches persisted, and I read extensively on the subject. Whenever I purchased a watch on my own, I wanted to have something meaningful in terms of both the mechanics and emotional aspect of it; constantly searching for something that spoke to me and had symbolic meaning. Later, I had the opportunity to work in the watch industry, which made me smile because it brought back those early memories.

Who has had the biggest impact on your career?

Many have shaped my vision and approach to my work. It isn't easy to pinpoint just one or two individuals because, in some way, everyone has contributed. Journalists, watchmakers, and the industry environment have all played a role.

Jean-Marc Pontroué also strongly influenced my way of working. More recently, working with Frédéric Arnault has been very interesting – different from Georges, just as Georges is different from Jean-Marc, and Jean-Marc is different from Frédéric.

They’ve all contributed to the way I see the world. The way we form opinions comes down to perspective — how we interpret experiences and evolve our thinking. Some people see things from one angle, others from a completely different one. When you take in those multiple viewpoints, you start to form your own. That mindset has deepened my appreciation for the watch industry, and the role I play within it.

But above all, it’s my team. I’m incredibly fortunate to work with a group of people who bring energy, passion and purpose to what we do. They are my fuel. They shape who I am, and for that, I’m genuinely grateful.

Who is Benoit as a leader? What are your non-negotiables?

When it comes to leadership, I always say that the door to my office is always open, except when speaking with my boss or wife. Those are the only two exceptions. And it's true! For me, being accessible is important. My team matters. Leadership matters. That's how I stay energised and grounded.

If I had to define a few key elements of my leadership, the first would be trust. Trust is non-negotiable for me. It gives me peace of mind. I need to be able to trust my team, and I need to be trusted in return. That takes work. It's not something you can take for granted.

The second is empowerment. I work with strong leaders, both in the markets and at the manufacture — and to lead well, I have to empower them. That means giving them the space to own their area of expertise. Of course, we discuss and align, but ultimately, I trust them to do what they do best. That's what empowerment is: giving responsibility and the autonomy to deliver.

The third element is empathy. Empathy is vital in leadership but is often overlooked. There's this perception that a CEO has to be tough, always sharp, always on. But at the end of the day, we're human. Empathy is not something you either have or don't have. I think it's something that comes from within, something you carry. And for me, it's the glue that binds everything else. Trust, empowerment, and empathy. These qualities don't work in isolation. Empathy is what holds them together.

I read a book years back that said leaders in the 20th century prioritised IQ, but in the 21st century, EQ is just as, if not more, important. Sounds like this would resonate with you.

Absolutely. I really believe in that idea. In fact, the first book I read on emotional intelligence was back in 1998. At the time, I was working in the tobacco industry, and I remember having a conversation with my boss about how important EQ was. I was still a young adult, and it really struck me.

I was curious and hungry to learn more. The internet wasn't what it is today, so I went to a bookstore and found a book on the topic. It had a blue cover - I remember that clearly - and I was completely drawn in. I liked it so much that I bought five copies and gave them to my brother and a few colleagues. It left a lasting impression.

You've had an impressive international career. How has the industry changed since you started?

First of all, I feel both fortunate and grateful. My international journey has been deeply fulfilling, but I see it not as a destination but rather as a path that continues to unfold. I'm thankful for the brands I've represented, the leaders I've worked with, and the groups I've been part of.

One of the biggest shifts has been the internet. And with that, the accessibility of information. Social media, in particular, has become a major gateway into the world of watchmaking. News travels instantly — you can go from Australia to Greenland to Europe or the US in a fraction of a second. That immediacy has had a profound impact on how people learn and engage.

Today’s customers are getting younger. Why? Because young people now have access to the level of information needed to become incredibly knowledgeable about watches. They are influencing demand and shaping trends, sometimes in real time. With just a few posts, a community can elevate a model or a brand — or just as quickly turn away from it.

It's important to acknowledge the role of media in all of this. Take the rise of smartwatches, for example. When they first entered the market, many thought it would spell the end of mechanical watchmaking. But that's not what happened. Demand for smartwatches is strong, but so is the appetite for mechanical watches. Both coexist. The reality is that both segments are growing. And I believe that's mainly because of education. Consumers now understand and appreciate the value of both worlds.

Regarding taste, how has it evolved over the past two decades?

Taste has evolved significantly. Over the last 10 years, there's been a fundamental shift in what people look for in a watch. And I can say this with confidence, having worked with a truly authentic brand — authenticity has become incredibly important. People today aren't necessarily drawn to mega-brands or names built purely on scale. What they're searching for is something genuine, something they can connect with, a brand that speaks to them, something they feel proud to wear. That's where history, heritage, and authenticity play a major role. Because information is now so accessible, enthusiasts can easily trace the story of a watchmaker, understand a brand's origins, and form a deeper connection with it.

This broader access to information has expanded the market, but, at the same time, it's made it more focused. People may know more, but they're more selective. They're not just buying a watch but choosing something that resonates with them. That's why Zenith is doing so well today. We are an authentic watchmaker with a history that spans over 160 years. We've remained in the same manufacture in Le Locle despite wars, natural disasters, and countless global changes. We've stayed true to ourselves. We don't overproduce. We sell what we make, and we make what we believe in.

That matters because people want something real, something pure, a watch they can be proud of, and a story they can share. At Zenith, that story is authentic and proven. I invite anyone to visit the manufacture in Le Locle. We have 16 connected buildings that have stood for more than 160 years. That speaks volumes.

Speaking of offline activations, how does Watches & Wonders differ as a CEO?

There's one common denominator in every watch fair: apprehension. Will it work? Will people respond well to the novelties? Will they like what they see? Whether you are part of the sales team or overseeing the entire brand, that uncertainty is always there.

But when you experience it through the eyes of a CEO, that apprehension takes on a whole new dimension. The responsibility becomes far more concentrated. The decisions ultimately rest with you and a small executive team. The stakes are higher because the investment is significant, and so is the visibility.

I'll give you an honest example. Last year was my first year at Watches and Wonders as CEO. I was anxious I will admit that. I remember thinking, "How will this go? Will everything fall into place?" That morning, I had an early interview and a few meetings in my office. Then, at around 10 a.m., I stepped outside. What I saw was incredible. The manufacture was a beautifully orchestrated beehive of activity. Everything was running like clockwork. Each person knew exactly what they were doing. Every detail was in sync. It was seamless.

In that moment, I thought, "mission accomplished." The team was fully aligned, energised, and wholly committed. For the next ten days, that energy never dropped. It was professional, joyful, and productive. It was everything a watch fair should be.

That's the emotional perspective. But on a more concrete level, watch fairs play a critical role.

It's like stepping into the lion's den. It’s a moment to stand your ground, define who you are, and be surrounded by competitors doing the same. You're alone, yet not alone. And in that highly competitive environment, your brand's vision either resonates or fades.

How do you do it? Do morning routines play a role in mentally gearing up for the day?

It's incredibly enriching, and I genuinely enjoy it. But I'll be honest, it's not a walk in the park. It demands a lot of thought and courage. As a leader, you carry the responsibility of the brand and the people behind it. When it comes to my leadership style, I believe I know what it is—and I think it's working. But really, the best people to judge that are the ones I work with. Ask my team, "What's Ben's leadership like?"

I start early. I often wake up at 5 a.m., sometimes even at 2 a.m. I don't go for a run or hit the gym, though I wish I could! But I do take five minutes to think through what's ahead, what's important, what needs my attention. I prioritise, sometimes jotting it down on paper, on my phone, or sending emails to keep things organised.

Last question. Zenith just hit 160 years – Congrats! Where's the brand heading, and what role do you hope to play in shaping it?

As we celebrate Zenith's 160th anniversary this year, we've made a deliberate choice to stay true to who we are. That means no fireworks, extravagant parties, or grand dinners. Instead, we're focusing on intimacy and substance, with one-on-one conversations with collectors, specialised press, and some of our most loyal customers.

We want to share what it means to be a brand like Zenith, to sincerely celebrate our heritage and honour the enduring values that have brought us here. My mission, and that of my team, is to ensure we're setting the foundations to celebrate the next 160. That's what matters.

Zenith has incredibly strong pillars: heritage, authenticity, and presence. We were the first to create the chronograph - that's not marketing spin - it's a fact. We were the first to use the word ‘pilot’ on a watch. There are so many important innovations attributed to Zenith that we don't always shout about - maybe we should – but that's part of our authenticity. People who know Zenith really know Zenith and value us for those exact reasons. Looking ahead, the strategy is to continue building on those strengths. Innovation is critical, but so is the ability to balance it with design, authenticity, and our deep technical heritage. That's the real challenge, and frankly, it's the fun part of the job.

It's not about doing more than others. It's about doing what we do best and doing it differently. In that sense, we have a lot to work with: a rich heritage, technical expertise, and true craftsmanship. Our responsibility is to bring those elements together in a way that feels relevant, fresh, and meaningful. Is it easy? No. Is it challenging? Absolutely. But the greater the challenge, the greater the reward.