Audemars Piguet's Chief Intelligence Officer — twelve-month review.

The org-chart placement and budget authority: where the CIO actually sits

The architectural question that Ferretti's first twelve months in the role have answered with most precision is where the CIO function sits in the maison's organisational structure. The original placement, as Intelar reported at the time of the appointment, was as a horizontal function within the executive committee with a direct reporting line to the chief executive and advisory relationships across the operational, commercial, and manufacturing functions. The placement was structurally ambiguous: the CIO had visibility across the maison's operations but did not own a P&L, did not have direct authority over the operational decisions her function's outputs informed, and did not have the budget envelope that the major operational functions held. The ambiguity was deliberate at the time of appointment; the maison's leadership wanted the role to operate as a thinking function during its first phase rather than as an executing function.

The placement shifted in late 2024, when the AP Holding executive committee — the body that comprises the most senior representatives of the Audemars and Piguet families along with the maison's chief executive and chief commercial officer — ratified a structural change to Ferretti's role. The change moved the CIO function from horizontal advisory to operational accountability for the three programs that had been built during the role's first eight months. The boutique-client-memory program, which had been running as a distributed responsibility across the AP House network with Ferretti's team as the architect rather than the operator, was placed under Ferretti's direct operational ownership with a defined headcount, a defined budget envelope, and defined performance metrics tied to the program's commercial outcomes. The manufacture forecasting program, similarly, was placed under joint operational ownership between Ferretti and the chief manufacturing officer in Le Brassus, with the joint structure designed to preserve the manufacturing function's authority over its own operations while giving the CIO function direct accountability for the forecasting outputs the program produced. The second-hand-market intelligence program was placed entirely under Ferretti's operational ownership, with the program operating as a relatively standalone capability within the maison's commercial infrastructure.

The budget authority associated with the structural change is the dimension on which the maison's commitment to the role has been most concrete. Ferretti's budget envelope through 2026 has been ratified at approximately CHF 18 million in operational expenditure and an additional CHF 7 million in capital expenditure across the three programs, with the envelope structured to allow her function to make procurement, hiring, and infrastructure decisions within defined ranges without requiring executive committee ratification for routine operational choices. The envelope is, by the standards of the maison's overall expenditure, a meaningful commitment: AP's total operational expenditure runs at scale that places this envelope at approximately 4 to 5 per cent of the maison's annual operating spend, an unusual proportion for a function that did not exist eighteen months ago and that has no peer at the comparable independent maisons. The commitment expresses, in the maison's commercial reading, the view that the CIO function is no longer a strategic experiment but a permanent fixture in the maison's operational architecture.

The reporting relationship is the third dimension of the structural change. Ferretti continues to report to the chief executive directly, but the reporting cadence has shifted from quarterly strategic reviews to monthly operational reviews that mirror the cadence the maison applies to its other principal operational functions. The shift has practical implications: Ferretti's function is now embedded in the maison's operational rhythm rather than positioned as an external advisory function, and the operational decisions her function produces are subject to the same accountability mechanisms that the manufacturing, commercial, and finance functions operate under. The accountability has not been a constraint on the function's effectiveness. The function's structural integration with the maison's operating rhythm has, by Ferretti's own description in internal forums, increased the operational consequence of the function's outputs because the function is now part of the maison's executive committee discussions in a way that a quarterly advisory function would not be.

The boutique-client-memory program: relational continuity at network scale

The boutique-client-memory program is the function's flagship initiative and the program that the maison's commercial leadership treats as the central deliverable of the CIO role. The program addresses the structural problem that the AP House model has, by its own internal assessment, accumulated since the network's formalisation in 2018: the maison's eleven AP Houses operate as sovereign client-relationship environments with exceptional local intelligence and inconsistent network-level intelligence transfer. A client whose primary relationship is at AP House London who visits AP House Singapore arrives, in the pre-program architecture, as effectively unknown to the local team beyond the surface-level visibility the previous CRM provided. The boutique-client-memory program is the architectural response to this problem.

The program's technical architecture has been built on a unified client profile system that the maison's engineering function — staffed by a team Ferretti has recruited across the past eighteen months — has constructed against the eleven AP Houses' individual systems. The architecture is layered: a base layer of CRM data that has been unified across the network, a middle layer of relational context maintained by individual client advisers but now accessible to advisers at any location with appropriate consent and access controls, and an upper layer of structured documentation that captures the relational history of a client across every interaction with the maison since the program's deployment began. The architecture's deployment was completed across the network during the third quarter of 2024, with the program entering full operational state in September 2024 and the first six months of operational data accumulating through the rest of the year.

The privacy architecture underlying the program has been the most carefully constructed element of its design. The maison's clients hold a level of expectation around discretion that the architecture must preserve without compromise, and the cross-network visibility the program enables has, by Ferretti's design, been built with explicit client-consent provisions that govern which dimensions of a client's relational history are visible at locations other than the client's primary location. The architecture distinguishes between baseline visibility — purchase history, service history, basic preference profile — which is available to advisers at any location for any client who has not specifically restricted it, and deep visibility — bespoke commission history, family context, relational connections to other clients in the network, sensitive preference notations — which is available only to advisers at the client's primary location and to specifically designated advisers at other locations with explicit client consent. The two-tier visibility architecture is the operational expression of the privacy principle the maison's commercial culture has insisted on, and its design has been one of the most carefully negotiated elements of the program with the maison's legal and privacy functions.

The commercial impact of the program has, in its first eighteen months of operation, been measurable in the maison's structured commercial data. Cross-network client transactions — purchases made at a location other than the client's primary location — have increased by approximately 23 per cent across the AP House network during the program's first twelve months of full operation, measured against the pre-program baseline. The increase has been particularly visible in the Asian and North American locations, where the maison's clients move between cities more frequently than the European pattern suggests and where the pre-program experience at second locations had been most visibly inferior to the primary-location experience. The pattern has been consistent enough that the maison's commercial planning has begun to incorporate cross-network movement into its commercial forecasting, treating the AP House estate as a unified commercial network rather than as a collection of locally optimised commercial environments. The architectural shift in commercial planning is, in Ferretti's reading, the deeper consequence of the program. The transaction volume increase is the visible signal. The architectural shift is what makes the signal durable.

The manufacture forecasting program: from six months to fourteen

The manufacture forecasting program addresses a different operational problem from the client-memory program, and its commercial logic is in some ways more consequential because the manufacture's production calendar drives the maison's revenue at a structural depth that the boutique commercial layer does not. Audemars Piguet's manufacture in Le Brassus operates under production constraints that the maison's family ownership treats as architectural rather than economic: the production volume is determined by what the manufacture can produce at the maison's standard of finishing and complication discipline, not by what the market would absorb. The constraint produces a structurally significant gap between supply and demand across the maison's category leaders, and the allocation of the available production across the AP House network and the maison's broader commercial channels is one of the most commercially sensitive decisions the maison's commercial leadership makes. The forecasting program is the architecture that gives that decision a deeper view of future demand than the maison's prior forecasting practice could produce.

The program's technical architecture combines three data streams: the maison's own historical demand and production data going back to the manufacture's modernisation in the early 1990s, structured external data drawn from secondary-market trading patterns and from broader luxury-sector macroeconomic indicators that the maison's commercial-research function has acquired through contracted partnerships, and the boutique-level commercial intelligence that flows from the AP House network through the client-memory program's architecture. The combination of internal and external data, processed through a forecasting model that the maison's data engineering function has built and tuned across 2024 and 2025, produces demand forecasts that extend the maison's planning horizon from the six to seven months that the prior practice supported to fourteen months at acceptable confidence intervals. The horizon extension is operationally consequential because the manufacture's production cycle for the more complex references — the Royal Oak Concept, the Code 11.59 in high-complication variants, the various small-series Royal Oak Offshore configurations — runs at twelve to eighteen months from production start to first delivery, and a forecasting horizon that runs shorter than the production cycle compresses the maison's strategic options for matching production to demand.

The shift to a fourteen-month horizon has changed the manufacture's production planning practice in ways that the chief manufacturing officer in Le Brassus has communicated explicitly in internal forums. The longer horizon allows the manufacture to extend its planning into the season-following-next rather than only into the immediate next season, which produces capacity-allocation decisions that have commercial benefit across multiple seasons rather than only across the immediate one. The longer horizon also allows the manufacture to pre-commit certain raw-material and component-supply decisions that the shorter horizon required to be made on shorter notice and at higher unit cost. The savings from these pre-commitments have been modest in absolute terms — the manufacture's component cost base is not large relative to its labour and capital cost — but they have validated the program's structural value to the manufacturing function, which had initially been the most sceptical of the AP operational functions about the CIO programme's relevance to its work.

The joint operational ownership between Ferretti and the chief manufacturing officer has, by the description of two people who have worked across the joint structure, functioned more smoothly than the maison's leadership had anticipated. The structure was designed with explicit boundaries: the manufacturing function retains authority over its operational decisions, the CIO function provides the forecasting outputs that inform those decisions, and the joint accountability for the program's overall performance creates an alignment of incentives that does not produce the cross-functional friction that comparable joint structures often produce. The chief manufacturing officer, who joined the maison in 2020 from a senior manufacturing role at a German luxury watchmaker, has been an active partner in the program's design and has, in the broader executive committee, been one of the function's strongest endorsers despite his initial scepticism. The endorsement has carried weight with the rest of the maison's operational leadership because the chief manufacturing officer's institutional credibility is high and his initial scepticism was visible.

The second-hand-market intelligence program: a maison views its own secondary trading

The second-hand-market intelligence program is, in some ways, the most strategically distinctive of the three programs Ferretti has built. Audemars Piguet has historically maintained a careful distance from its secondary market, on the reasoning that the maison's commercial responsibility is to its primary clients and that the secondary trading of its references is a matter for the dealers, auction houses, and collectors who participate in that market rather than a matter for the maison's commercial planning. The distance has been a feature of the maison's commercial posture for decades. The CIO function's intervention into the secondary market — the construction of an intelligence layer that gives the maison a structured view of how its references trade outside its own commercial channels — represents a strategic shift that the maison's leadership has been deliberate about not communicating publicly because the shift modifies a longstanding posture.

The program's technical architecture operates against publicly observable secondary trading data — auction-house catalogue and result data from Phillips, Christie's, Sotheby's, Antiquorum, and Bonhams, secondary-market platform data from Chrono24 and WatchCharts, dealer-network reported transaction data that the maison's commercial-intelligence function has acquired through structured partnerships — combined with the maison's own internal data on which references have entered the service department and under what circumstances. The combined data set gives the maison a view of its secondary market that no public observer has, because the maison has visibility into both the public trading dimension and the service-side dimension that public observers can only infer. The intelligence the program produces is, by Ferretti's design, used for two specific operational purposes: informing the manufacture forecasting program's demand model with secondary-market signals that anticipate primary-market demand shifts, and informing the maison's authentication and service-prioritisation decisions by surfacing patterns in the references that are entering the service department under disputed-authenticity conditions.

The second use case has been operationally significant in ways that the maison has not discussed publicly. The program has surfaced, in its first eighteen months of operation, an increase in the volume of references entering AP's service department that the program's authentication analytics flags as having undergone modification beyond the maison's tolerance — case refinishing that the maison would not authorise, dial replacements that the maison's records do not validate, movement modifications that have entered the piece through service interventions outside the AP-authorised network. The pattern was not unknown to the maison's service department before the program's deployment, but the structured visibility the program has produced has given the maison's commercial leadership a quantified view of the problem that has prompted a series of operational responses. The responses have included a tightening of the maison's posture on which independent service operators it will recognise as having performed acceptable work, an expansion of the documentation requirements the maison's service department now applies to incoming pieces, and a deepening of the maison's authentication discipline for pieces entering its secondary-market commerce channels. The operational changes have been visible to the trade in subtle form, and the maison has been deliberate about not communicating the program as the underlying driver.

The strategic implications of the second-hand-market intelligence program extend beyond its immediate operational impact. The maison's leadership has, in internal strategic discussions Ferretti has participated in, begun to consider the program's intelligence as input into a broader question about the maison's own relationship to the secondary market. The question is whether the maison should remain at the structural distance from secondary trading that has historically defined its posture, or whether the maison should construct a more active commercial relationship with the secondary market through, for example, a certified-pre-owned commerce channel of the kind that other luxury brands have begun to operate. The question has not been answered. The fact that the question is now under structured discussion at the maison's executive committee level — where, before the CIO function's intelligence outputs gave the question quantitative footing, the question had been treated as outside the maison's strategic scope — is one of the more consequential effects of Ferretti's first eighteen months in the role.

Ferretti as stakeholder manager: how the CIO function holds together

The operational success of the CIO function during Ferretti's first twelve months in the role has, by the consistent assessment of senior figures who have worked closely with her, depended at least as much on her capacity as a stakeholder manager as on the technical sophistication of the programs her team has built. The function operates across boundaries — between the manufacturing organisation in Le Brassus and the commercial organisation in the AP House network, between the maison's data and engineering function and the legal and privacy function, between the executive committee level where strategic decisions are made and the operational floor where the programs' work is executed — and the capacity to hold these boundaries productively rather than allowing them to fragment the function's effectiveness has been one of the dimensions on which Ferretti's leadership has been distinctive.

The stakeholder management has operated through several distinct disciplines that Ferretti has built into the function's working practice. The first is a structured monthly briefing cycle in which Ferretti briefs each of the maison's operational function heads on the CIO function's work that is relevant to their domain, ensuring that the operational leadership across the maison has visibility into the function's activities without requiring the leaders to seek the briefings out. The briefings are short, structured, and tailored to the receiving leader's domain, and they have been by the description of two of the leaders who receive them a distinctive feature of how the CIO function operates relative to comparable group-level functions in other maisons. The second discipline is a structured project-governance practice in which each of the three programs is reviewed quarterly by a working group comprising Ferretti, the chief executive, the chief commercial officer, the chief manufacturing officer, the chief financial officer, and the senior legal function lead. The working group's structure ensures that the program's strategic direction is reviewed at a level that holds the function accountable to the maison's broader operational priorities, and the cross-functional composition prevents the function from drifting into a self-referential development pattern.

The third discipline, which has been the most distinctive of the function's stakeholder posture, is Ferretti's personal presence at the AP House locations during the program rollout. Ferretti has spent approximately one week per quarter at each of the eleven AP House locations across the past eighteen months — eleven locations multiplied by four to six visits each, executed against an already demanding schedule of executive committee, vendor management, and team leadership responsibilities — and the visits have been structured around direct conversation with the client adviser teams who operate the programs the CIO function builds. The visits have served several purposes: they have built personal relationships between Ferretti and the operational leadership at the boutique level that no email-mediated relationship would produce; they have surfaced operational issues at the boutique level that the function's central reporting would not have captured; and they have communicated, to the AP House teams whose work is most directly affected by the function's programs, that the function's leadership treats their work as the central concern of the function rather than as an implementation detail. The visits have been operationally costly. They have produced operational dividends that the cost has not approached.

The fourth discipline is the function's relationship to the maison's family ownership. The AP Holding executive committee — where the family representatives' authority over the maison's strategic direction is held — has been informed of the CIO function's work through a quarterly briefing cadence that Ferretti has shared with the chief executive, and the relationship between Ferretti's function and the family's commercial sensibility has been one of the dimensions on which her appointment has been most carefully managed. The family's posture on the function's work has been broadly supportive but discerning: the family has insisted that the function preserve the maison's relational discipline with its clients and that the function's outputs not be used to push commercial decisions that would compromise the maison's positioning. The discipline has been a productive constraint on the function's work rather than a limitation, and the function's outputs have been calibrated to the family's posture in ways that have, in Ferretti's own description, deepened her thinking about the function's strategic priorities rather than narrowed them.

The competitor response: what other haute-horlogerie houses are doing

The CIO function's prominence at AP has not gone unnoticed in the broader haute-horlogerie sector, and the competitor response has accelerated through 2025 in ways that the maison's leadership has been deliberate about not commenting on publicly. The most consequential responses have come from the maisons that compete most directly with AP at the upper end of the haute-horlogerie segment: Patek Philippe, Vacheron Constantin, A. Lange & Söhne, and the smaller independent maisons whose commercial positioning overlaps with AP's most directly.

Patek Philippe's response has been the most public — the Maison's provenance program that Intelar reported on at length in May 2026 is, by the maison's strategic reading, the most direct competitive response to AP's CIO function, despite the two programmes' surface differences. The Patek programme addresses a different operational problem (the authenticity and condition of the maison's references in the secondary market) than the AP CIO function addresses (the relational continuity across the AP House network, the manufacture forecasting, and the secondary-market intelligence), but the two programmes share an underlying strategic posture: that the maison's operational infrastructure must absorb capabilities that the previous generation of the trade did not require. Patek has been clearer than AP about the technical nature of its program. AP has been clearer than Patek about the organisational placement of its function. Both maisons have made structural commitments that the broader sector is, by aggregate response, treating as the new baseline.

Vacheron Constantin's response has been more directly aligned with AP's: the Richemont-owned maison's appointment of Nicolas Ferrand to its Chief Intelligence Officer role in February 2024, which Intelar reported on in detail, mirrors the AP structural posture more closely than any other competitor's response. The Vacheron programme operates within the Richemont group's shared infrastructure rather than as the independent function that AP has built, but the underlying strategic logic — that the maison's institutional knowledge requires structured operational management at a function level that did not previously exist — is the same logic that drove the AP appointment. The two maisons have, in this sense, become reference points for one another's programmes, and the chief intelligence officers at each maison have, by the description of one person familiar with their interactions, maintained an informal professional dialogue that has accelerated the maturation of both programmes.

A. Lange & Söhne's response has been more cautious. The German maison, owned by Richemont since 2000 and operating with a smaller commercial footprint than AP or Vacheron, has not appointed a chief intelligence officer and has not, by the description of two people familiar with its strategic planning, decided whether the structural commitment that the title implies is appropriate to the maison's scale. The maison has, however, deepened its relational documentation discipline at the boutique level and has begun to absorb the operational principles that the AP and Vacheron programmes have articulated, suggesting that the function's substance is being adopted even where the title has not been. The smaller independent maisons — F.P. Journe, Greubel Forsey, Akrivia, and the comparable atelier-scale producers — have not made structural commitments at the scale of the AP and Vacheron programmes, but several of them have, by industry account, begun to consult with the kinds of operators who would lead such programmes if the maisons concluded that the structural investment is justified.

The Brunello Cucinelli appointment of Federico Bianchini to a parallel Chief Intelligence Officer role in 2024, which Intelar reported on in coverage of the broader luxury sector, has been the most prominent extension of the function's logic outside the haute-horlogerie segment. The Cucinelli programme operates in a fundamentally different commercial environment — apparel and accessories rather than watches, with a commercial calendar and an operational architecture that bear only loose resemblance to the watchmaking sector's — but its existence signals that the structural logic the haute-horlogerie houses have been working through is being absorbed across the broader luxury sector at the small-scale-independent and family-controlled end of the market. The sector's response, in aggregate, has been to treat the CIO function as a new layer of operational architecture that maisons with sufficient scale and ambition will, in time, build out as part of their permanent organisational infrastructure. The first wave of these appointments — Ferretti at AP, Ferrand at Vacheron, Bianchini at Cucinelli — will, by the trade's emerging assessment, be remembered as the inflection point at which the luxury sector formalised an architectural shift it had been moving toward for several years before the formalisation became visible.

What to watch

Ferretti's role has, in twelve months, become a fixture in the maison's operational architecture. The next twelve months will determine how the function evolves, how its programs mature, and how the competitive response reshapes the broader sector.

• Whether the maison's leadership decides to formally engage the secondary market through a certified-pre-owned channel, an outcome the second-hand-market intelligence program has made operationally possible and that the maison's executive committee is now considering more seriously than the maison's historical posture would have allowed; the decision would be one of the most consequential commercial shifts in AP's recent history, and the program is the architecture that would underlie it.
• Whether the manufacture forecasting program's horizon extension to fourteen months extends further during 2026, or whether the fourteen-month horizon represents the practical limit of the program's current architecture; the chief manufacturing officer has indicated that an eighteen-month horizon would be the operational target the manufacturing function would most value, and the question of whether the technical architecture and the data quality available to it can support the extension is the open question through the next twelve months.
• Whether the boutique-client-memory program's privacy architecture withstands its first encounter with a regulator inquiry or a publicised incident; the architecture's design is robust on paper, but the program's expanded scope and the integration with the manufacture forecasting program have created data flows that are more extensive than the original design contemplated, and the resilience of the privacy architecture under regulatory or incident pressure will be the test that determines whether the function's structural commitments hold or require modification.
• Whether Ferretti's function extends beyond the three current programs into the additional operational domains that the function's analysis has identified as candidates for structured intelligence treatment; the candidate domains include service-network optimisation, vendor and supplier intelligence, and the maison's broader brand-protection function, and the strategic question of whether the function extends laterally or deepens within its current scope will be a defining decision for the function's next phase.
• Whether the trade's growing recognition of the CIO function's significance triggers a wave of comparable appointments across the haute-horlogerie segment, or whether the structural commitment the role implies remains concentrated in the maisons whose scale and ambition justify the investment; the question matters because the function's competitive advantage to AP and the early-adopting competitors depends partly on the function's scarcity, and the wider adoption of the title would shift the function from a differentiator to a baseline expectation.

Frequently asked

What has Ferretti's organisational placement shifted from and to during her first twelve months in the role?

The original placement was a horizontal advisory function within the executive committee with a direct reporting line to the chief executive and advisory relationships across the operational, commercial, and manufacturing functions, without P&L ownership or direct authority over the operational decisions her function's outputs informed. In late 2024, the AP Holding executive committee ratified a structural change that moved the CIO function from horizontal advisory to operational accountability for the three programs the function had built: direct operational ownership of the boutique-client-memory program, joint operational ownership of the manufacture forecasting program with the chief manufacturing officer, and standalone ownership of the second-hand-market intelligence program. The role's reporting cadence shifted from quarterly strategic reviews to monthly operational reviews mirroring the cadence applied to the maison's other principal operational functions.

What is the budget authority associated with the CIO function, and what proportion of AP's operating expenditure does it represent?

Ferretti's budget envelope through 2026 has been ratified at approximately CHF 18 million in operational expenditure and an additional CHF 7 million in capital expenditure across the three programs. The envelope is structured to allow her function to make procurement, hiring, and infrastructure decisions within defined ranges without requiring executive committee ratification for routine choices. By the standards of AP's overall expenditure, this envelope sits at approximately 4 to 5 per cent of the maison's annual operating spend, an unusual proportion for a function that did not exist eighteen months ago and that has no peer at the comparable independent maisons.

What are the measurable commercial outcomes of the boutique-client-memory program?

Cross-network client transactions — purchases made at a location other than the client's primary AP House — have increased by approximately 23 per cent across the network during the program's first twelve months of full operation, measured against the pre-program baseline. The increase has been particularly visible in the Asian and North American locations, where clients move between cities more frequently and where the pre-program experience at second locations had been most visibly inferior. The maison's commercial planning has begun to incorporate cross-network movement into its forecasting, treating the AP House estate as a unified commercial network rather than as a collection of locally optimised commercial environments — the deeper consequence of the program.

How has the manufacture forecasting program changed AP's production planning?

The program has extended the manufacture's demand-planning horizon from the six to seven months that prior practice supported to fourteen months at acceptable confidence intervals. The extension is operationally consequential because the manufacture's production cycle for the more complex references — the Royal Oak Concept, the Code 11.59 in high-complication variants, small-series Royal Oak Offshore configurations — runs at twelve to eighteen months from production start to first delivery. The longer horizon allows the manufacture to extend planning into the season-following-next, pre-commit certain raw-material and component-supply decisions, and produce capacity-allocation decisions that have commercial benefit across multiple seasons rather than only the immediate one.

What does the second-hand-market intelligence program actually do, and how has it changed AP's relationship to its secondary market?

The program operates against publicly observable secondary trading data — auction-house data from Phillips, Christie's, Sotheby's, Antiquorum, and Bonhams, secondary-market platform data from Chrono24 and WatchCharts, dealer-network reported transaction data acquired through structured partnerships — combined with the maison's own internal data on which references have entered the service department. The program informs the manufacture forecasting model with secondary-market signals that anticipate primary-market demand shifts, and informs the maison's authentication and service-prioritisation decisions by surfacing patterns in references entering service under disputed-authenticity conditions. The program has also opened a strategic conversation at executive committee level about whether the maison should construct a more active commercial relationship with the secondary market through a certified-pre-owned channel — a question that was outside the maison's strategic scope before the program produced the quantitative footing for it.

How are competitor haute-horlogerie maisons responding to the CIO function's prominence at AP?

Patek Philippe's response has been its AI-provenance program — addressing the authenticity and condition of references in the secondary market, sharing AP's strategic posture even though the surface form of the program differs. Vacheron Constantin's appointment of Nicolas Ferrand to a Chief Intelligence Officer role in February 2024 mirrors the AP structural posture most directly within the haute-horlogerie segment, operating within Richemont's shared infrastructure rather than as the independent function AP has built. A. Lange & Söhne has deepened its relational documentation discipline without making a formal CIO appointment. The smaller independent maisons — F.P. Journe, Greubel Forsey, Akrivia — have begun consulting on the question without committing publicly. Outside the watchmaking segment, the Brunello Cucinelli appointment of Federico Bianchini to a parallel role in 2024 has extended the function's logic to the broader luxury sector at the family-controlled end of the market.