“Watchmaking is an ecosystem of collaboration, built on leaving a positive impact on others.”

Audemars Piguet, a reference of luxury and craftsmanship in the world of watchmaking, has built its legacy on precision, creativity, and responsibility. At the helm of this iconic Swiss brand is Ilaria Resta, a leader whose career has been defined by her ability to fuse strategic vision with a passion for creating meaningful impact. As the company’s Chief Executive Officer, Ilaria brings a holistic approach to leadership, ensuring that Audemars Piguet not only excels in watchmaking but also continues its longstanding commitment to sustainability and positive societal impact.

In this interview, Ilaria reflects on her professional journey, shares her philosophy of circular leadership, and discusses how Audemars Piguet integrates sustainability into the company’s DNA. From preserving rare watchmaking skills and supporting local suppliers to fostering collaboration and reimagining organisational structures, Ilaria highlights the company’s holistic approach to impact, proving that creating something timeless isn’t just about watches—it’s about the legacy you leave behind.

A Career Guided by Purpose and Adaptability

Ilaria’s professional journey is characterised by a series of pivotal moments where she embraced change and leaned into unplanned opportunities. Starting her career at Procter & Gamble, she held key roles in brand and business leadership, including overseeing European haircare and restructuring Duracell. She then became the first woman to lead a major fragrance house as President of Firmenich, where she played a critical role during its merger with DSM. In 2023, Ilaria joined Audemars Piguet, stepping up as CEO in 2024, marking a new chapter in her leadership journey.

Reflecting on her career, Ilaria shared three guiding principles: defining one’s own version of success, remaining open to unplanned routes, and constantly stepping out of the comfort zone. “The toughest part is defining what you want, and that can change,” she explained. “The best definition of success is more what they say in French. They don’t talk about success—they talk about réussite.”

Réussite is often translated as “success,” but its meaning is richer and more nuanced. It conveys a broader sense of accomplishment, tied not only to achieving goals but to finding personal fulfillment and creating meaningful contributions. For Ilaria, it represents a flexible and evolving measure of success—one that embraces both individual growth and impact on others.

Audemars Piguet: Crafting Excellence with Responsibility

Founded in 1875 in Switzerland’s Vallée de Joux, Audemars Piguet has long been synonymous with luxury watchmaking and innovation. The company’s enduring success is rooted in its commitment to heritage, craftsmanship, and community. Ilaria described how this culture of collaboration and legacy has shaped the company’s approach to sustainability. “The impact of Audemars Piguet has always been about doing good—doing excellent for watchmaking, for the community of watchmakers, and for the environment. This was a commitment well before any regulation on sustainability came into place,” she said.

Audemars Piguet’s dedication to sustainability extends beyond environmental initiatives to nurturing the unique skills of watchmakers and artisans. “The watchmaking ecosystem relies on collaboration, with many small, specialised players contributing to the creation of each timepiece,” Ilaria explained. “We have a responsibility to support these rare skills and preserve them for future generations.”

Embedding Impact Across the Value Chain

Unlike companies that separate sustainability efforts from core business activities, Audemars Piguet integrates its impact initiatives into every aspect of its operations. From collaborating with local suppliers to participating in global sustainability programs like the Swiss Triple Impact initiative, the company ensures that its goals align with the United Nations Sustainable Development Goals (SDGs).

“Collaboration is essential,” Ilaria emphasised. “You can’t create meaningful impact alone—it’s about collective efforts.” Audemars Piguet collaborates with approximately 70 partner suppliers as part of the Swiss Triple Impact Initiative, fostering a network of shared learning and progress. Additionally, the company prioritizes local sourcing, with 90% of its purchases made from regional suppliers. The company’s two foundations—one focused on promoting social equity and education and the other on environmental conservation and restoration of forest ecosystems—demonstrate its comprehensive approach to impact.

Circular Leadership: A New Approach to Organisational Design

One of the cornerstones of Ilaria’s leadership philosophy is the concept of circular leadership, which challenges traditional hierarchical models that can hinder creativity and innovation. Ilaria described how traditional organisational structures, often depicted as pyramids, tend to create barriers that isolate decision-makers from the core activities of the company. “In a pyramid structure, leaders often become disconnected from the core work and the external world,” she explained. “The more you climb up, the more distant you are from the reality of your team, your clients, and the external market.”

Circular leadership, by contrast, eliminates these layers of separation. Rather than situating leaders at the top, Ilaria envisions leadership as being at the centre of a collaborative, dynamic network. “It’s not about eliminating layers but eliminating barriers,” she emphasised. “The leader stays at the center, close to the action, ensuring they are in tune with the team’s work, the market context, and the emotions within the organisation.”

Ultimately, circular leadership is not just about efficiency—it’s about fostering a sense of shared purpose and ownership. “By removing hierarchies of power, you also remove the fear of failure,” Ilaria explained. “It’s about creating safe spaces where people feel empowered to take risks and contribute their best ideas.” Through this approach, Ilaria ensures that Audemars Piguet is not only a leader in luxury but also a model for forward-thinking organisational design.

A Call for Optimism and Collaboration

For Ilaria, the key to driving change starts with removing internal doubts and leveraging collective support. “Cynicism is the biggest cage to achieving dreams,” she remarked. “We often put up barriers before others even have the chance to. Start by eliminating your own doubts.”

She emphasised the importance of collaboration: “My greatest achievements have never been mine alone. They’re the result of collective efforts, shared vision, and mutual support.” Ilaria encourages professionals to seek allies, mentors, and collaborators who can help transform ideas into reality.

As Ilaria leads Audemars Piguet into its next chapter, her vision of blending craftsmanship with impact is a testament to the brand’s enduring relevance and commitment to excellence. Through circular leadership and collaborative innovation, she aims to ensure that Audemars Piguet not only remains a leader in luxury but also continues to be a force for good.

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This is part of our ChangeLeaders interview series with corporate impact leaders sharing their journeys, learnings, and lessons from making an impact in the corporate world. If you are a ChangeLeader we should interview, please email us at info@wemakechange.org.

Interview & Article: James Sancto & Laura De Alba