Patrick O'Shaughnessy

If you think about Rolex specifically, great watchmakers in general, what do you think are the most important overall business lessons where you've seen how, let's say Rolex specifically works at a base level, you've walked the factory floors, you're intimately familiar with the products.

And then when you start thinking about other product categories, whatever, it doesn't need to just be luxury goods.

What do you wish more businesses did or a certain way that they conducted themselves most based on what you've learned about Rolex?

What other brands in your kind of world would you encourage people to study in this kind of detail to learn interesting lessons?

We've talked a lot about the wonderful aspects of Rolex and some of these brands in general.

What are maybe some negative lessons, things that you've seen them do through history, not just Rolex, but other brands like it, do you think are good, valuable lessons of what not to do?

You've mentioned one there, which is what sparks my question.

It's a really interesting balance of like wanting it to be something aspirational.

But once you achieve a certain bar to be able to do it, it's a fine line that you have to walk as a luxury brand.

Really, really interesting.

I'll certainly remember this conversation for this idea of companies that as you get to know them, you like them more, which is probably quite a rare feature of any company.

Typically, the thing you see on the front of it is the best version of the thing, almost by definition, like they're going to surface the most attractive, interesting stories, elements, whatever.

But this idea that I'll think of those five floors below ground is a great lesson.

Ben, this has been so much fun.

Like what an interesting brand.

I can't think of anything like it.

That's a nonprofit that's had this endurance that has this global recognition and style.

Thank you so much for taking the time today to break it down with us.

It's my pleasure.

It's been a lot of fun.