Podcast Summary: The Real Time Show Episode: Thomas Baillod Of BA111OD Updates Us On His Brand's Continued Success
Host(s): Rob Nudds, Alon Ben Joseph, with guest David Vaucher
Guest: Thomas Baillod, Founder of BA111OD
Date: March 29, 2026

Overview

This engaging episode features a third-time return by Thomas Baillod, founder of BA111OD, one of the most disruptive and innovative watch brands in Switzerland. Hosts Rob Nudds and David Vaucher (with Alon Ben Joseph in the background) dive deep into the business model, values, growth trajectory, and ethos behind BA111OD’s continued success. Baillod reveals the challenges and joys of exponential growth, the philosophy that makes luxury accessible, industry transparency, and the future plans for the brand—including some tantalizing product teasers.

Key Discussion Points & Insights

1. Explosive Growth and International Expansion

[01:01 – 03:09]

• BA111OD finished 2025 with almost 40% growth and aims for 50% in 2026—posing positive, yet significant challenges, notably keeping up with international demand and inventory shortages.
• The brand is rapidly expanding into new markets: recent and upcoming openings in Vienna, Luxembourg, Madrid, Qatar, Hong Kong, and Macau.
• “We are, as one journalist stated, one of the best kept secrets in Switzerland...but we start to expand.” (Thomas, 01:51)

2. Unique Value Proposition and Business Model

[03:09 – 11:49]

• BA111OD is renowned for combining Swiss-made quality with unprecedented affordability, challenging conventional watch industry margins.
• Baillod explains they utilize the same suppliers as top brands but drastically compress margins at every step, giving retailers a smaller cut but more sell-through (rotation) per year.
• The philosophy: “Are you more interested in 100% margin on 0 watches or 40% margin on 4 watches per year?” (Thomas, 08:54)

Memorable Quote

“A beautiful watch is a watch that sells unless you make it just for yourself and put it in your shelves.” (Thomas, 10:49)

• BA111OD achieves a remarkable collection rotation of 4 (sometimes 6-7) per year—unheard of in their price segment.

3. Marketing Through Provocative Pricing and Word-of-Mouth

[11:49 – 15:54]

• Minimal spend on marketing—the exceptional price itself drives buzz and consumer curiosity.
• Baillod contrasts the high marketing spend of traditional brands (cost ultimately borne by the customer) with BA111OD’s model, where “the money returns to the consumers buying my products because they buy at a lower price.” (Thomas, 13:43)

4. Authentic Swiss-Made: Transparency and Confidence

[15:12 – 16:20]

• All watches, especially their tourbillon, not only meet but greatly exceed the Swiss Made legal criteria.
• “For the tourbillon, we have 100% of everything being Swiss made.” (Thomas, 15:54)

5. Industry Critique: Value, Exclusivity & Disruption

[16:20 – 22:10]

• Baillod acknowledges his disruptive pricing model has ruffled feathers, but he does not believe it harms the industry’s prestige or the “dream” of Swiss watchmaking. Rather, he democratizes access.
• “I want to desacralize the luxury as being something you cannot afford...Luxury is about being close to the brand, establishing a relation.” (Thomas, 19:29)

Notable Anecdote

• Customers can assemble their own watch at BA111OD—an accessible, participatory idea of luxury.

6. From Theory to Practice: Brand Genesis and Math vs. Emotion

[22:10 – 29:04]

• Baillod’s origins: 251 years of family watchmaking and a personal career as an educator and consultant.
• BA111OD began as an “experiment” to prove a new business model—compressing the margin multiplier below both standard retail (7x) and e-commerce (4x) to about 2x.
• While math drives the business, pride and emotion are fused through in-house design, hands-on assembly, and generational craftsmanship.

7. Customer Base & Strategy

[30:15 – 37:09]

• Two main customer groups:
  1. Passionate enthusiasts seeking distinctiveness and value.
  2. Collectors and watch aficionados curious to test BA111OD’s claims—often “impressed” by the real deal.
• The brand leverages referrals and customer advocacy over marketing spend; rapid growth is carefully managed to avoid unhealthy shortages and speculator reselling.
• A past US launch wiped out their Christmas stock due to sudden tariff changes and media exposure.

8. Industry Transparency and “The Magic”

[37:09 – 45:28]

• Discussion on whether transparency kills “magic” in luxury watches. Baillod believes the magic remains, especially in hands-on experiences.
• He acknowledges Asian part-sourcing is common, and criticizes double standards:

  “That fucking case was made in China...My tourbillon costing 8,000 US dollar, everybody is coming after me...but nobody’s challenging the guys selling at 200,000.” (Thomas, 44:14)

9. Navigating Industry Downturns

[45:28 – 53:56]

• Current market contraction (especially in China/US) has led to overstock, layoffs, and production freezes among suppliers.
• BA111OD’s growth partially benefits from temporarily available manufacturing capacity, but worries about long-term supplier attrition.
• Baillod prefers the atelier (multi-industry specialist) model for efficiency and authenticity, rather than full vertical integration.

10. State of Watchmaking Labor

[53:56 – 56:37]

• BA111OD employs three watchmakers (one joining from a large brand), all capable of assembling complex tourbillon pieces.
• Despite widespread layoffs in the watchmaking community, there remain skilled watchmakers available—but systemic employment issues persist.

11. Looking Forward: Upcoming BA111OD Products

[56:55 – end]

• Monthly or bi-monthly product launches planned for 2026, with a new Delta limited edition coming immediately.
• Teased for late 2026/early 2027: BA111OD’s own fully in-house manufactured movement.
• “I’m in love with that product. Wow.” (Thomas, 58:30)

Notable Quotes & Moments

• On distributors/retailers & margins:

  “Margin doesn’t pay bills, profit does. Profit is margin times quantity, period.” (08:52)

• On luxury:

  “Luxury is about being close to the brand, is about establishing a relation...I want to desacralize luxury as being something you cannot afford.” (19:29)

• On industry hypocrisy:

  “That fucking case was made in China...I hate this because my tourbillon costing 8,000 US dollar, everybody is coming after me...but nobody’s challenging these guys selling at 200,000.” (44:14)

• On product launches & innovation:

  “Every year I say to my team, ‘let’s cool down’, but we have a launch program that is equivalent to a 30, 50 million turnover watch brand. And we can’t stop.” (56:58)

Timestamps for Important Segments

• 01:01 – 03:09: International expansion & growth challenges
• 03:09 – 11:49: Value proposition, rotation, and retailer strategy
• 13:43: Price-based marketing and its implications
• 15:54: 100% Swiss-made tourbillon and legal criteria
• 19:29: Redefining luxury and the client relationship
• 22:10: Brand origin and the “mathematical experiment”
• 30:15: Breakdown of customer types and approach
• 33:18: Brand advocacy through word-of-mouth
• 38:48: Transparency and the persistence of “magic”
• 44:14: Double standards and supply chain honesty
• 46:09: Navigating downturns and capacity constraints
• 51:33: Vertical integration vs. atelier model
• 54:21: Watchmaker employment and labor dynamics
• 56:55: Upcoming releases and in-house movement plans

Final Thoughts & Where to Follow

• BA111OD’s relentless transparency, innovative business model, and democratization of high horology mark it as a refreshingly honest presence in the luxury watch world.
• Thomas encourages listeners to follow BA111OD for upcoming launches at ba111od.com, Instagram at @ba1110official, or his active LinkedIn for frequent updates.

This episode is essential for anyone intrigued by the shifting ground in the watch industry—especially those considering starting a watch brand or searching for new business models in luxury goods.