Interview with Thilo Mühle

In October 2000, you joined the family business Mühle-Glashütte: What was your career path up to that point?

Like most teenagers who grew up in Glashütte back in the GDR days, I eventually had to decide whether I wanted to become a watchmaker or a toolmaker. Just like my great-great-grandfather Robert, I chose toolmaking and started my training in 1985 at the VEB Glashütter Uhrenbetriebe.

Not long after I finished my apprenticeship, the political turnaround came in 1989. I moved to a newly founded company run by a friend of my father’s, where I worked in field sales. Altogether, I spent ten years in sales before joining our family business — including time at a watch wholesaler that offered everything from wristwatches to longcase clocks.

At some point my father approached me and asked if I’d consider supporting him in the family company. I didn’t hesitate for long and joined the business in October 2000.

Was your involvement in the family business already planned when it was re-founded in 1994 — or how did that decision come about?

Right after the political changes, there was a real spirit of new beginnings — people simply wanted to make things happen. So, when the company was re-founded in 1994, no one was really thinking about what the long-term future might look like, or whether the business could eventually be passed on to future generations.

The decision to join the family company came when my father asked us kids if we could imagine working with him. Mühle-Glashütte was developing extremely well, and the workload had grown too much for him alone. In the end, I was the only one who said “yes.”

After joining the family business, you took over product development for wristwatches and later continued doing so as managing director. How excited are you about fine wristwatches?

When I joined the company in 2000, I first wanted to find my place and get an overview of what all the departments were doing. I really started focusing on product development when we began working on the S.A.R. Rescue-Timer. What still fascinates me today are the stories behind the creation of a new watch — and especially the emotional thought process that goes into it.

Which was the first wristwatch you developed — and which one is closest to your heart?

There are two watches that mean the most to me. One is the Robert Mühle Moonphase in its final and most sophisticated movement version, with power-reserve display, pointer date and moonphase. The other is the S.A.R. Rescue-Timer, which we began developing together with the sea rescuers in March 2001 — and it was also the first watch for which I took full responsibility in product development.

And there’s a nice little story that goes with it: Our first preliminary talks for this mission watch were with Dr. Bernd Anders, the DGzRS managing director at the time. Full of enthusiasm, we presented our initial concept: a rugged timepiece with a GMT function. For us, “maritime” automatically meant vast oceans and crossing time-zone borders. The rescuers’ feedback, however, was a bit sobering. Since they only operate near the coast, a second time zone wasn’t necessary at all, they said. Instead, they wanted the dial and the functions reduced to only what is absolutely essential.

The “Robert Mühle & Sohn” manufacture line was a major milestone for Mühle-Glashütte. How did the development of the movements and the three complications come about — were these complications planned from the start?

The Robert Mühle manufacture line represents the culmination of everything we had learned in watchmaking up to that point — from designing the shock-resistant Spechthalsregulierung to building our first hand-wound movement, the MU9411.

We introduced the three different models between 2014 and 2019, gradually working our way up to each complication. Not only our designers were involved, but several colleagues from production as well. It was wonderful to see how much potential our team has. Without them, it wouldn’t have become such a success. These beautiful watches were truly a team effort.

When the manufacture line was launched, you had already been the sole managing director for several years. Before that, starting in 2004, you shared management responsibilities with your father. Did you split the areas of responsibility — or how was the cooperation structured?

Besides product development, I was already responsible for purchasing and production back then. Later, sales was added — so over time I ended up overseeing all key areas. That’s how you gradually grow into a company. We ran the business together for three years before I became the sole managing director.

During that time, our different leadership styles became more noticeable: My father is a spontaneous, intuitive person — I’m more of a rational type who likes to discuss decisions objectively first. That made working together interesting at times.

What have been the 1–3 most memorable moments for you in the family business?

Two highlights stand out for me: the 10-year service anniversary of the S.A.R. Rescue-Timer with the German Maritime Search and Rescue Service, and the 150-year anniversary of our family company’s first founding by Robert Mühle — probably because both are tied to watches that mean a lot to me.

We celebrated the Rescue-Timer anniversary in Warnemünde together with rescuers, retailers and journalists. One of the coxswains talked about how he uses his Rescue-Timer and what experiences he’s had with it. And with a bit of stronger wind, we were able to witness the kind of conditions this watch had endured for ten years. That left a deep impression.

A 150-year company anniversary really speaks for itself. It’s something truly special — and we marked it with a very special watch: the Robert Mühle Moonphase I mentioned earlier.

As a family-owned company, Mühle-Glashütte is known for its long-term, personal approach toward customers, retail partners and employees. Is there anyone you’ve been working with from the very beginning?

Yes, there are actually several people — employees as well as suppliers — who’ve been part of my professional journey for the past 25 years. One example I’d like to highlight is our production manager. She completed her watchmaking training next door at the watchmaking school while working part-time with us. Since August 1998, she’s been a full-time member of our family business — first as a watchmaker, and today as our production manager.

What is important to you for the company’s future?

Since the very first founding of our family business, it has always been passed from one generation to the next. With my children joining the company, this continuity is preserved and the foundation for further positive development as a family enterprise is secured. We never pushed Fanny and Dustin to join the business — we encouraged them to follow their own paths. All the more, I’m happy they chose to come on board. That means a great deal to me personally.

With 156 years of tradition: Do you have memories of earlier generations of the family business — or of your grandfather Hans, perhaps from stories?

Unfortunately, I don’t have personal memories of my grandfather, as he passed away very early. But my grandmother always told me that I share some of his traits — especially his particular sense of humor. And apparently, he enjoyed a good beer. In that regard, I definitely recognize myself.