he striking Corum headquarters in La Chaux-de-Fonds, with its glass façade adorned by the key that serves as the brand’s emblem, reflects the former power of the Swiss watchmaker founded in 1955. Today, it appears oversized for a team of around fifteen employees. “When I joined Corum in 2011, we were 150,” notes Haso Mehmedovic. “We fully intend to return to that level in time, but first we need to rebuild the brand patiently.” At just 32, he led a management buyout backed by two investors, aiming to restore Corum to the position its history should have secured.

The period under Chinese ownership that preceded the buyout did little to benefit Corum. While Swiss watchmaking was entering a new golden age and moving upmarket, the brand struggled with a lack of desirability and a dispersion of its efforts. It may also have suffered from having too many potential icons to channel effectively: the Admiral’s Cup (1960), the Coin Watch (1964), the Romulus (1966), the Rolls-Royce (1976), the Golden Bridge (1980), the Bubble (2000).

Despite the dedication of the team in La Chaux-de-Fonds, Corum’s case illustrated the difficulty of making coherent strategic decisions from afar, detached from Swiss watchmaking culture - especially for a brand so deeply rooted in the local ecosystem. More than ever, watchmaking today is lived on the ground, in close proximity to retailers, collectors, and suppliers.

Yet watchmaking history shows time and again that it is never too late to do things right. Mehmedovic’s strategy - he himself a watchmaker who has long been immersed in Switzerland’s industrial ecosystem - has the advantage of being grounded in the realities of the 2026 market: two core collections, Admiral (which previously accounted for 65% of sales) and Golden Bridge; abandoning entry-level models powered by standard movements; and a repositioning toward exclusivity.

Europa Star: Your career has been closely tied to Corum…

Haso Mehmedovic: Yes, it’s a very personal story. I was born in Bosnia during the war, and my family moved to Switzerland, where I grew up in La Chaux-de-Fonds. After my watchmaking studies, I sent out just one CV in 2011 - to Corum. I worked my way up from the workshop to management positions. Today, after leading the management buyout in 2025, Corum is far more than a brand to me - it’s almost an intimate relationship.

Corum went through several repositioning attempts in recent years under its previous owner. Why the management buyout? What is your vision for this 2026 revival?

The objective is clear: to restore Corum’s credibility and stability. The brand suffered from a lack of continuity, with six CEOs in ten years. Today, everything is controlled from Switzerland, with a solid structure and two committed investors - one from the watch industry, the other from finance. In less than a year, we have laid the foundations for a deep renewal, building on our heritage while projecting the brand into the future.

We are fully aware of the challenges: rebuilding a brand in 11 months, regaining the trust of partners and retailers. Above all, Corum now needs to appeal to a new generation.

Are we talking about evolution or a strategic break?

It’s an intentional break, but one built on our fundamentals. We have drastically reduced the offering - from 225 references to just 20 presented at Watches and Wonders. This focus is essential to rebuild a strong, coherent identity.

One of the first people I called after the buyout was Matthieu Humair, CEO of Watches and Wonders, to see if we could participate to the show - Corum’s rightful place. I was delighted he agreed. We need to get back to the centre of the stage and will officially participate in the major watch events: Watches and Wonders, SIAR, Geneva Watch Days, Dubai Watch Week...

What are the core pillars on which you are rebuilding the brand?

Three pillars: watchmaking legitimacy, iconic design, and perceived value. Corum must once again become a niche brand in the best sense - exclusive, with controlled production of around 1,500 pieces and strong quality standards. Our two icons, the Admiral and the Golden Bridge, account for 80% of our revenue. We must stay focused and reinforce them. The Admiral has been completely redesigned, with a contemporary spirit faithful to its roots, available in steel, titanium, two-tone, gold, and gem-set versions, in 36 and 39 mm sizes.

As for the Golden Bridge, we are returning to its DNA in a first phase, while preparing a major evolution: new complications that leverage its unique architecture. There is a lot of “free space” in this model, which lends itself well to additional functions.

Do you plan to reinterpret other historical models?

Yes, but only within our Heritage program, to avoid dispersion. Each year, we will relaunch two to three emblematic pieces in limited editions. This year, for example, the Coin Watch returns, as does the Golden Book for its anniversary - but strictly within this framework, not as standalone collections.

Corum was the first brand founded by a designer, René Bannwart (read here). It has always been seen as creative - perhaps sometimes too much so…

That’s precisely why we made strong choices. Some lines, like the Bubble, are being set aside as they no longer align with our current vision. We are focusing on a coherent offering, positioned above CHF 10,000, breaking with the years when the brand became more mainstream with standard movements. Fortunately, because production has been limited in recent years, we are not burdened by excess inventory and can move forward more freely.

What is your strategy regarding movements?

We have relaunched in-house movement development with Concepto, thanks to Valérien Jaquet, a trusted partner. I asked him for what seemed like an unrealistic roadmap: in eight months, we developed a calibre tailored for Corum, with 210 components and a 72-hour power reserve. A modular base that can support future developments - tourbillon, chronograph... We are also preparing a completely new movement for the Golden Bridge next year.

How is production organised today?

Assembly is currently carried out at Concepto, but our short-term goal is to bring it back in-house in La Chaux-de-Fonds. This is where Corum must live. We are also strengthening our teams, particularly watchmakers.

What about distribution?

It aligns with our production strategy: focus on the best. We have reduced our retail network from 300 to around 70 points of sale, prioritising top-tier partners worldwide. We will work with major players to reinforce exclusivity and desirability. Even before Watches and Wonders, sales to our distribution network had already reached eight figures.

How does that translate geographically?

The United States is our priority, followed by Japan. We are targeting a younger clientele while maintaining our historical base. As the youngest CEO in the watch industry, I also understand these new expectations!

Will Corum’s storytelling evolve?

Absolutely. We are returning to the DNA instilled by founder René Bannwart in 1955: creativity, boldness, and attention to detail. His son Jean-René, who played an important role in the brand, has already contributed to an initial campaign on Corum’s history. Our signature is “the key of time,” a powerful symbol we intend to leverage more.

Where do you see Corum in 2030?

As a brand once again essential in independent haute horlogerie, with a strong identity and international recognition. We want to be perceived as an authentic, innovative, and exclusive maison. Something is already happening: when I took over, around twenty Rolls-Royce models were listed on Chrono24; today, they can be counted on one hand...