Swatch Group – advisor to a visionary entrepreneur

Nicolas G. Hayek (born February 19, 1928 in Beirut, Lebanon; † June 28, 2010 in Biel/Bienne) was one of the most consequential figures in the history of the Swiss watch industry – the man who saved it from collapse and built the world’s largest watchmaking group.

During my active time as a journalist, I had focused on the topic of Hayek (before 1998 SMH – Société de Microélectronique et d’Horlogerie, today Swatch Group) vs. Rupert (Richemont). I was able to place publications on this topic as a freelance journalist for FACTS, a Swiss news magazine published from 1995 to 2007 by the Tamedia publishing house – one of the most important political and economic weekly magazines in Switzerland.

I had always obtained statements from these two „heavyweights of the watch industry“ by telephone. For years, I had never met either company in person.

The meeting at the Hotel Widder

One day, I received an invitation from a private bank to the Hotel Widder in Zurich as part of my journalistic work. The sensation of the evening was Nicolas G. Hayek, who talked about the life of the entrepreneur.

After the presentation, as he walked down the stairs from the stage, I approached him and introduced myself: „Karl Heinz Nuber is my name.“ He wanted to attack me, but his co-workers held him back. „You are the pig dog who constantly hits me in the pan in the media,“ said Hayek. „That is your point of view, Mr. Hayek – may I still give you my business card?“ I gave him the business card.

In the evening I received a call from Mr. Hayek. „Mr. Nuber, I wanted to apologize to you for my behavior, may I do something good for you, I would like to invite you to my home.“ I replied: „I am happy to accept your apologies and your invitation. However, I have heard from colleagues that you have a flap in the living room where you dispose of journalists you don’t like into Lake Hallwil.“ Laughter from Mr. Hayek. From that moment on, the ice was broken.

A long and fruitful collaboration

In the future, Mr. Hayek always booked me before product launches and encouraged me again and again to express my personal opinion – even though he was very impulsive and temperamental – because he always received answers from employees that he wanted to hear. He valued honest, independent perspective.

Over time, Mr. Hayek offered me positions several times, even though I felt very comfortable as a consultant and journalist.

• CEO of Breguet: „Mr. Hayek, it’s a great honour for me, but it’s not good when a baby has two fathers!“ He usually didn’t accept rejections.
• International CI Enforcement: Control and enforcement of the corporate identity of all brands within the group. I had the corresponding experience at Zintzmeyer & Lux in Zurich and London – and I was even invited by Harvard managers to publish „Management by Corporate Identity.“ The offer would have appealed to me, but I didn’t want a CEO above me.
• Corporate level interface: Interface between him and his son „Nicky-Boy.“ This time too, I refused – and „Nicky-Boy“ saw his position endangered from that moment on.

Despite these three rejections, Mr. Hayek booked me again and again and appreciated my opinion.

A lasting legacy

When Mr. Hayek died of heart failure on June 28, 2010 at the age of 82 at the corporate headquarters in Biel/Bienne, it was a shock for me. The world lost a unique entrepreneurial personality. The decisions he made based on his gut were always the right ones.

For me, Mr. Hayek still lives – in my heart. I talk to him every day and also exchange ideas.