Christine HutterCEO & Founder

I’m a trained watchmaker, but most of my work was not only watchmaking. My heart is with movements, but I worked more in marketing and distribution. Those experiences together helped me later when I started my own brand.

Working at Lange was a big training for me, especially four years with Mr. Gunter Blümlein. He was fantastic in design, technical parts, and understanding clients. I learned a lot from him and I’m grateful for that time.

I was in retail, marketing, and distribution. Each step taught me something different. In the end, all those experiences came together and gave me the confidence to start my own company.

Yes, I had a clear vision. I wanted to respect tradition but not copy. I wanted to create new movements for the 21st century. We tried to be innovative but still stay connected to history.

Yes, it was planned. I wanted the movements to look quieter, not so colorful. So we used white sapphires, rose gold chatons, and violet steel for the hands. It was about giving our watches a different but elegant character.

My heart as a watchmaker wanted it. I love when you hear the heartbeat of the movement. The slower frequency gives a heavier, stronger tick-tock, like old pocket watches. That was a wish of mine from the beginning.

It started with our first watch. Grossmann in the 19th century made the slimmest hands, and we wanted to continue that. It takes a long process—8 hours for three hands—because they are filed, polished, and heat-treated all by hand.

Yes, they are. They are really very slim, elegant, and unique. We see that collectors recognize them quickly, and it has become an important identity of our watches.

We wanted to go back to 19th-century traditions. We started with tremblage dials and later silver-plated by friction. It’s high-level craftsmanship, and collectors value that authenticity.

The first five years were building the production and prototyping movements. It took time. Now we produce more than 90% in-house, and that makes us independent, faster, and at a higher level. I’m very proud of my team for reaching this.

If you rely on suppliers and they delay, you cannot move forward. Doing it in-house means better quality, more control, and freedom. From the start, independence was one of our goals.

We try to think around the corner. For example, we made an automatic movement with a hammer winding system instead of a rotor. It looks simple but inside it’s mechanical perfection. That’s what we aim for with all complications.

We always ask, is this useful for the customer? It must be service friendly and reliable. We use history for inspiration, like Breguet’s hammer winding, but adapt it for the 21st century. Innovation must respect tradition but improve it.

It takes two to four years to develop, then more years to optimize. We are a small team—only two people in development—so we need time. But we have a clear schedule for the next six or seven years.

It is not just my work. It’s the whole team. Everyone contributes. Without them, we would not reach this level. I am proud of them.

The challenge was building everything step by step—production, independence, and our identity. It needed patience. Growth is never fast in this kind of business, but steady and strong.

It’s difficult to choose. I love them all because I was involved in each piece. But if I must say, I often wear my Benu Backpage. For me it is a piece of art. I also love the tourbillon with tremblage dial. But in truth, I love the whole collection like a mother loves all her children.