Luxury veteran Ida Idris-Low on the unconscious bias she faced and other surprising realities of rising in the industry

When Ida Idris-Low started out on the retail floor at Bvlgari in 1998, running a major luxury watch business was hardly part of the plan. She simply loved the world she had entered: the craftsmanship, aesthetics, exceptional service, and relationships forged with clients.

Almost three decades later, Idris-Low is managing director of Grand Seiko Asia-Pacific, heading the Japanese watchmaker’s regional business from Singapore. Getting there has taken her through an enviable roll call of luxury names. 

After Bvlgari came FJ Benjamin, where she worked with watch brands including Girard-Perregaux and Bell & Ross, followed by years at Van Cleef & Arpels and Patek Philippe. Then, in 2022, came Grand Seiko. Idris-Low joined as brand director for Asia-Pacific as the watchmaker established its regional company in Singapore, before being promoted to managing director less than a year later. 

Today, she manages Grand Seiko’s Southeast Asian markets directly, while also overseeing the strategic development of sales and marketing across the brand’s presence in Thailand, Taiwan, India and Australia. 

Her appointment is remarkable for another reason: Idris-Low describes hers as the only Grand Seiko office globally helmed by someone who is both female and non-Japanese.

What does it take for a Singaporean woman to rise through an industry whose most powerful institutions have traditionally been headquartered thousands of kilometres away in Switzerland, France and Japan? And after almost 30 years inside luxury, what has she learnt about opportunity, prejudice, leadership, motherhood, and making it to the top? Idris-Low tells us in her own words.

Her journey in luxury

Did you imagine you would one day be running an entire region for a luxury brand when you first started your luxury career?
How time flies! At Bvlgari, I started out on the retail floor. Looking back, I had such fond memories of cultivating client relationships and being a part of their celebrated moments. That was where I wanted to be then! The journey thus far has been a privilege and where I am today is really through the tremendous support and trust I’ve received throughout my career.

What first attracted you to the luxury industry?
I have always been drawn to refined aesthetics, quality craftsmanship, and the beauty of art. My initial years in hospitality introduced me to this luxury universe where the product is exceptional and service practiced at the highest level. I felt pulled in this direction and it was just a natural progression for me to remain in this industry.

What were the key factors that helped you get to where you are today?
I’ve been very fortunate to have great mentors throughout my career who’d given opportunities to grow, develop and succeed. I truly stand on the shoulders of these giants. I learnt so much from the best in the industry and with most, I continue to have close relations with until this day, of which I am grateful for.

The Grand Seiko chapter

After your tenure with Patek Philippe and Van Cleef & Arpels, what drew you to Grand Seiko?
Those were the years where I witnessed and learnt about metiers dárt, haute joaillerie and horlogerie. I found a lot of parallels with Grand Seiko. It has the same quiet luxury philosophy and a high degree of authenticity, with deep respect for the takumis (master artisans). 

Grand Seiko has contributed significantly to the transformation of the watch industry with its culture of innovation and pursuit for excellence. Comparing the virtues, the difference is just geography. So, it was very easy for me to embrace the brand and see a future with it.

What does your role as managing director of Grand Seiko Asia-Pacific encompass?
Since Grand Seiko became an independent brand in 2017, the company established GS America in 2018, GS Europe in 2020, and GS Asia Pacific in 2022. With this third inception in Singapore, we took over the management of Grand Seiko back at corporate level from the previous distributorship model. 

The office here manages the Southeast Asia market directly and I am also responsible for the strategic development of sales and marketing with our other offices in Thailand, Taiwan, India and Australia.

What was the biggest adjustment to working for a Japanese company?
The transition has been seamless and there was hardly any adjustment at all. The company functions as any other multinational corporation and as a watch brand, there are more similarities than differences in terms of doing business. 

I also like the company’s culture and the leadership behind it. I am getting used to the traditional Japanese concept of omotenashi (selfless, wholehearted hospitality) and high degree of respect people have with each other, which sometimes I feel undeserving of!

How has your journey been like at Grand Seiko so far?
Grand Seiko’s corporate culture is modern, progressive and dynamic, and in my experience, hasn’t been very much a traditional or hierarchical one. I was given so much support to start the company ground up, just totally set up for success. 

I could not have imagined the company transitioned my role soon thereafter, and felt deeply honoured of being the only office globally that is helmed by a female and non-Japanese.

What have been your most rewarding moments there?
Considering that we are fairly young in this market, we have had some significant milestones. Ultimately, it is seeing the progress Grand Seiko has made since we took over. The strong recognition and tangible transformation in the region have been very rewarding. Not to mention the great team behind these successes whose passion supported in delivering the brand promise to our customers.

Gender, barriers and being Singaporean 

How have you navigated cultural differences across Swiss, French and Japanese luxury companies?
Every company tends to be very protective of the brand heritage. Thus, it is very important for brand custodians to demonstrate astute understanding of the brand’s provenance and build the brand love without diluting it locally.

Developing strong situational awareness, observing cultural differences and work ethics are key success factors, because we are so different from their cultures and values. Also, the power of suggestion is always a softer approach than challenging established ways. Respect begets respect.

The watch industry has traditionally been male-dominated, particularly at senior levels. How did you navigate that earlier in your career?
I have a lot of respect for the leadership behind these European brands. What stood out for me are two things. 

One, I have worked with leadership that is equally represented by both exceptional European men and women. Second, I’ve been mostly given equal opportunity, so I know that in this industry, everyone has a chance to make good. My belief: Just do your best and see where the road takes you.

Have opportunities for women in the watch industry genuinely improved?
There are many women already represented in leadership positions throughout my career and even more so now. We are heading in the right direction; I am certain of it. Perhaps more women should explore joining the watch industry for greater representation. It is a space that offers good career opportunities and growth.

What have you had to overcome that someone looking at your CV might never see?
The unconscious bias especially among Singaporeans and Asian counterparts. And here is where I encountered prejudices, in terms of being given equal opportunities. But in hindsight, I am grateful to have missed those opportunities. When those doors closed, other wonderful ones opened with offers of all kinds of possibilities.

Why are there still relatively few Singaporeans at the highest levels of global luxury companies?
Interesting that you mention this. Just within the Singapore and Southeast Asia context, I remember that earlier on in my career, there were several Singaporeans already in leadership positions within the luxury brands. 

I started to notice a shift to rotating these positions every few years, with leadership coming from within the organisation but from different countries. I can’t answer this question, but I believe it is not for the lack of our talent pool locally.

Has being Singaporean been an advantage in an industry dominated by European and Japanese headquarters?
Singapore is THE watch hub of Asia, with most watch brands headquartered here. Asian watch collectors account for some of the most sophisticated watch connoisseurs in the world who contributed to the growth and development of a robust global watch industry. 

Singapore is also home to some of the most respected watch retailers globally like Cortina Watches, Sincere Fine Watches, Watches of Switzerland, and The Hour Glass. This whole ecosystem in Singapore speaks volumes for itself.

Being a Singaporean is definitely an advantage; the value and knowledge we bring extend beyond our little red dot. I urge global brands to recognise this value and place more Singaporean leaders in their companies, especially when they are headquartered here. 

I am proud to be a Singaporean and representing not only Singapore on a world stage, but on a larger scale, Asia Pacific and Oceania.

The leader behind the title

How would you describe your leadership style? Does your gender make a difference?
I believe in setting everyone up for success, so the team is self-motivated to deliver their best work. Share a long-term vision from the onset and break it down so each team member feels invested and can contribute meaningfully. I have a consultative approach with a high degree of trust and transparency with the team. 

Creating a space for open discourse and psychological safety is very important to me, so I practice a flat hierarchy with an open-door policy. Play is also an important factor for team bonding, so we have a lot of that. A good leader is a good leader, regardless of gender. I also continuously learn and evolve to be a better person so I can lead better.

How do you adapt your leadership style across such diverse markets?
You have to unpack the cultural differences first. I work the ground directly, invest in spending quality time with the teams and apply a nemawashi (laying the groundwork) approach to gather informal consensus leading to formal decision making. 

This allows the local leadership to present their ideas confidently and execute them in a cohesive “glocal’’ framework — respecting the global mandate with local contextualisation.

After nearly three decades in luxury, what have you learnt about managing people?
It is always people first. It is not easy, but it is important to hire people with integrity, intelligence and the right attitude. They have the professional maturity to get the job done and done well. I also hire specialists in their areas. With their experience and knowledge, they are usually self-demanding, understand how to take calculated risk, and are adept at problem-solving. 

Trust is important. Once mutual trust is built, individuals are empowered to function fairly independently.

As a leader, I set clear directions and expectations. I provide guidance and counsel, become their sounding board, and ensure my team has all the tools and resources to function at full capacity. People need a leader who they can also trust to lead with fairness, surety and clarity. Be decisive so work can proceed smoothly. 

Invest in people to develop their full potential. I am big on learning and development, so training, mentoring and coaching internally or externally is always on at our organisation. Supporting teams with both their professional and personal growth, has a positive multiplier impact all round.

This is a winning combination for me.

Ida beyond the job

As a mother in a demanding regional role, how do you approach work-life balance?
Let’s be honest. There is really no such thing as balance; there will always be a trade-off. You just have to pick the lesser of two evils. I want young women out there who are building their career to recognise this and that it’s okay.

I have been blessed with a strong family and work support system, and that helped me operate with speed and at a high level. I’ve always maintained that I am a mother first and my kids are my priority, and I’ll schedule work travels and projects around my family as much as I can. 

I won’t be where I am today it weren’t for the kindness and support I had received personally and professionally. It has been a real boon and that motivated me to deliver above and beyond.

What is your secret sauce for success?
Luxury, especially with watches and jewellery has always been my passion, both personally and professionally. I get excited meeting like-minded folks. My mind is always ticking (no pun intended) and “sometimes I’ve believed as many as six impossible things before breakfast”.

What do younger professionals misunderstand about building a career in luxury?
That luxury industry is glamorous and with unlimited budget. The opposite is true actually. I advise the younger professionals to learn from the ground up, get your hands dirty, and don’t be too precious — it is the best way to learn. 

Practice your craft until you master it. There are no shortcuts, you have to put in the effort and time as it is a complex industry. The luxury industry is very small, and everyone pretty much knows or can connect easily with each other. 

It is very important to build a good reputation which will carry you a long way. Always be humble and treat everyone who crosses your path with respect and kindness.