My Short Career at Odo

Freshly graduated from the watchmaking school in Cluses in 1966, my first job in the trade took me to the Research and Develpment at Odo, in Morez, in the Jura region of France. 

At the time, this company manufactured electric clocks. Owned by the Odobez family that had lived in the area since the 17th century, it gradually came to watchmaking from farming and nail-making. 

Between 1660 and 1800, the Odobez family crafted mechanical parts during the winter months and in 1806, Jean-Baptiste Odobez, aka "Jean le Comtois"—emerged as a master local watchmaker. 

In 1843, François-Désiré Odobez, succeded him, perfecting the iron-cage movement used in the so-called “Comtoise” clocks; then, in 1885, the firm "Odobez Père et Fils" was established in Morez to manufacture timekeeping instruments. What became the Odo company was founded in 1920 by Léon Odobez’s sons, André and Roger, in partnership with the Moret-ès-Jean Barbaud family. Together, they industrialized production and modernized the enterprise. 

Odo’s golden age spanned the period from 1930 to 1970. In 1931, the famous Odo chime clock was launched—a timepiece that would find a place in countless French households. It was a tremendous commercial success. It was followed in 1937 by the "Gai Carillon" (Joyful Chime); Odo had commissioned Vincent Scotto—a highly popular composer of the era—to create a unique melody to distinguish their clock from the Westminster chime. It turned out to be a stroke of marketing genius. 

Incidentally, I inherited just such a clock from my parents—a timepiece I still have in Park City today. The 1950s saw the diversification of Odo’s product line, introducing electric clocks, battery-operated alarm clocks, wall-mounted chimes, and modernized “Comtoise” clocks. The company expanded, setting up its main factory on Rue Voltaire in Morez, and adding two sites in Montmorot and Domblans; by 1980, its workforce reached 300. 

This was about the time (1966) when I arrived as a young graduate from Cluses to join the R&D as a technician. Odo was then at the very peak of its industrial power. I enjoyed my work in the design office, which was headed by Mr. Péricouche, and I was taken under the wing of Jeantet, a fellow draftsman. Unfortunately, I did not take to liking this isolated corner of the Jura region and remained there for only a few months before setting out to pursue skiing a passion that was already consuming me. 

After my departure, things began to take a turn for the worse for Odo (I know, I should have stayed!). The causes of this decline were easy to track. First and foremost was the collapse of the domestic clock market. Indeed, starting in the 1970s and 80s, wall clocks, chimes, and “Comtoise” clocks began to vanish from households as demand plummeted. 

Cheap electronic products imported from Asia made France production costs too expensive. It was then that Odo attempted to diversify by venturing into the sunglasses business securing a licensing agreement with the Bugatti brand but it was too late to offset the clock market collapse. 

In 2001, the Odobez family sold the company; in 2005, Odo’s new owners ceased operations and most recently, in 2025, the historic buildings on Rue Voltaire were demolished. 

And so, a page was turned and a book closed on one of the greatest French watchmaking houses of the 20th century.

The Rivian EVs

Among the electric vehicles (EV) made in the US, are Tesla and Rivian, though the latter brand is much smaller than Tesla. Rivian was founded in 2009 by RJ Scaringe as Mainstream Motors. Quickly, Rivian pivoted from sports cars to adventure-focused EVs, debuting the R1T and R1S in 2018 that are becoming very popular in Park City. 

Following a massive 2021 IPO and Amazon partnership, the company navigated production challenges to deliver over 40,000 vehicles by 2025, partnering with Volkswagen in 2024 to fuel 2026 expansion and the development, its latest model. By April 2026, Rivian was initiating production of that lower-cost R2 platform, aiming to tap into a broader market. 

Rivian generally ranks higher in owner satisfaction, but Tesla provides more mature tech and a better-established service network.Rivian offers a more premium, rugged, and adventure-focused experience with superior build quality and interior luxury, while Tesla excels in software, efficiency, and charging infrastructure. 

Rivian vehicles (R1T, R1S, and Commercial Vans) are manufactured in the US since 2017. It’s clear that they are actively taking business from Tesla customers, particularly in Democrat voting markets like California, who hate Tesla’s Elon Musk. 

In 2025, Tesla produced approximately 1,654,667 vehicles, while Rivian produced 42,284 vehicles. Tesla's total production, primarily Model 3/Y, far exceeded Rivian's output, which was affected by production line upgrades and reduced demand for luxury EVs. Based on Q1 2026 data, Tesla continues to dominate the EV market with significantly higher unit sales compared to Rivian, with Rivian maintaining a niche luxury presence ahead of its R2 rollout. 

The numbers for Q1 2026 Deliveries are 358,023 Teslas and 10,365 for Rivian. The brand’s presence outside the United States is currently focused on Canada and Europe, with active expansion efforts centered on service infrastructure and plans for future vehicle launches. 

While the company is primarily operating in North America, it has established a foothold in Europe to support its commercial delivery vans and prepare for consumer vehicle sales. The initial focus in Europe has been servicing the Rivian Electric Delivery Vans (EDVs) for Amazon. 

Recently, Rivian built a charging station in Park City that took two years to complete. That long delay stems from complex infrastructure permitting, construction planning for specialized trailer spots, and grid capacity limitations. 

Such projects often face lengthy approvals, including site planning and environmental reviews at the The Market at Park City plaza, which was approved to offer 12 fast chargers, with very few users since the facility opened up a month ago. It’s now clear that the high cost of gasoline should revive EV sales in America.

Vail Resorts sales down

According to Vail Resorts, the multi-resort conglomerate that’s also a publicly traded company, said that skier visits, lift revenue, and other season-to-date metrics were down for the North American ski season through April 19, 2026, compared to the same period through April 20, 2025, due to “one of the most challenging winters in history across the western U.S.,” according to Vail Resorts CEO Rob Katz, who noted early sales of 2026-27 season passes were also down. 

Throughout North America, season-to-date skier visits were down 14.9 percent, with total lift revenue down 5.6 percent year-over-year as of April 19. Warmer weather and lack of snow pushed down other revenue sources, with ski school down 12 percent, dining revenue down 11.7 percent, and retail/rental revenue off 6.6 percent compared to the prior year period. 

Visitation for both destination and local guests experienced the largest impact in the Rockies, where visitation declined 25 percent. This seems to match what I’ve seen in Park City on and off the slopes this winter, and the June 2026 third quarter report should confirm these numbers and tell us more about the 2026-27 season pass sales performance...

Trump’s idea of diplomacy (Part Three)

JD Vance’s foray in diplomatic relations began when he delivered a rather controversial speech at the February 2025 Munich Security Conference setting the tone for a confrontational style. At that meeting he challenged his European allies and accusing them of ignoring democratic will, failing on immigration, and stifling dissent. 

His address, which emphasized populist perspectives, was described as a "shock" that drew condemnation from EU officials and praise from Russian media. It clearly positioned him as the antidote to salesmanship. That was the opening salvo to a series of setbacks on the International Stage that made people question his ability to communicate intelligently.

I read his book “Hillbilly Elegy” and I concluded that he learned nothing from his difficult childhood and youth. Sent to Hungary to support the incumbent Prime Minister, Viktor Orbán, and subsequently to Islamabad and failed to negotiate a first round of talks with the Iranians. As the press put it, the US Vice President has, during these "Mission: Impossible"-style assignments, "drunk the poisoned chalice of Trumpist foreign policy to the very dregs." 

Vance has returned empty-handed from his two overseas missions, following the failure of talks regarding the war in Iran—held in Islamabad, Pakistan, on April 12—and the resounding defeat of Hungary’s incumbent Prime Minister, Viktor Orbán, in the parliamentary elections held in Hungary on that very same day. These two successive failures constitute "major setbacks for the Vice President—widely regarded as Trump’s heir apparent—who was dispatched to the four corners of the globe last week to undertake missions where the odds of success were slim," analyzes the Financial Times. 

It is somewhat as if the American Vice President had “drained the poisoned chalice to the dregs”—all the more so since JD Vance, a convert to Catholicism, returned to Washington just in time “to witness the tug-of-war between the occupant of the White House and Pope Leo,” the British daily quips. 

Again, Vance looks tough and resolute, but this is a far cry from the perquisites for becoming an effective diplomatic negotiator. To his credit and that of Kushner and Witkoff, the three of them suffer from an eviscerated State Department after 1,300 staff were fired in 2025 to curb "bloat". Critics, including American Foreign Service Association members, argue that this reorganization, which hit key offices like Syria and human rights, has lowered morale, depleted regional expertise, and reduced the efficacy of US diplomacy. 

For the moment, Vance can simply keep suffering as he learns on the job, if he wants to go on wering a negotiator’s cap!.

Global Skier Visits Hit 399M for 2024-25

Global skier visits reached a record 399 million in the 2024-25 season, surpassing the previous high of 392 million set in 2018-19, according to the 18th edition of the International Report on Snow & Mountain Tourism, compiled by Laurent Vanat. It covers 68 countries with some 5,800 “equipped outdoor ski areas covered with snow,” 2,000 of which it considers “ski resorts.” 

The 399 million milestone is a 7.8 percent year-over-year increase in visits and marks the highest visitation total of the 21st century. The report indicates that after a nearly 50 percent drop in global skier visits during Covid-impacted 2020-21, the industry has regained momentum, with most markets now meeting or exceeding pre-pandemic averages. 

Visitation increased in all major regions year-over-year from 2023-24 to 2024-25, with many countries, including the US, Italy, and Russia, surpassing their pre-Covid five-year averages. Japan and Germany have yet to return to pre-pandemic visitation levels. By size, major ski areas (of which the report counts 53) accounted for 22 percent of total visits in 2024-25, while large ski areas (687) logged 53 percent. The world’s 4,099 small ski areas netted 17 percent of visits, while medium ski areas (961) claimed 8 percent of visits. 

The season-pass model (like Epic, Ikon) continues to shape demand, though the report suggests it may be nearing an inflection point in the US Meanwhile, globally, rising window ticket prices may be outpacing revenue per skier visit, putting pressure on yield. Notably, the 2024-25 season reinforced a growing decoupling of visitation from natural snowfall. Despite below-average snow that season in parts of Europe and North America, skier visits held steady or grew, supported by snowmaking, operations, and strong demand. 

Of an estimated 150 million skiers worldwide, 33 percent hailed from Asia and the Pacific, 20 percent from America, 20 percent from Western Europe, 14 percent from the Alpine countries Austria, France, Italy, Lichtenstein, Slovenia, and Switzerland, 11 percent from Eastern Europe and Central Aisa, and 2 percent from the Middle East and Africa. Enough ski stats for today!

Trump’s idea of diplomacy (Part Two)

Being Trump’s family and acquaintance, there was just one easy step to turn Jared Kushner and Steve Witkoff from real estate guys into “international grade” negotiators. Today, the pair’s competency to conduct diplomatic negotiations is a subject of intense debate, largely split between supporters who view them as effective "dealmakers" and critics who cite a lack of traditional expertise and the failure of key initiatives.

If we begin with Jared Kushner, his job in the first Trump administration (2017–2021), was to put together the Abraham Accords, that were meant to normalize relations between Israel and several Arab nations. In the second term (2025–present), he has worked on Gaza, Russia/Ukraine, and Iran, and was appointed as a Special Envoy for Peace when Trump was still dreaming of the Nobel Prize. 

He doesn’t strike me as the sharpest tool in the shed. One key asset of Kushner is that he loves to multitask and conduct his real-estate business while negotiating diplomatically for his father in law. Obviously, his MAGA supporters think he’s a "world-class negotiator" with a deep understanding of Middle Eastern power dynamics. 

Smarter critics, however, argue his diplomatic efforts—particularly regarding Iran—have been botched due to a lack of technical expertise, resulting in increased conflict rather than peace, plus have been clouded by his extensive business ties with Persian Gulf states, from which his firm Affinity Partners received funding. Talk about turbo-charged conflicts of interest! 

As for Steve Witkoff, he’s first and foremost a New York real estate developer with no formal foreign policy or diplomatic training before 2025, Witkoff was appointed as Special Envoy to the Middle East and for Peace Missions. He was tasked with mediating the Gaza war, the Russia-Ukraine conflict, and negotiations with Iran. 

Trump’s lapdog Rubio, credits him with employing innovative methods to advance US interests. He is described as a "tough" negotiator who focuses on understanding what the other side wants, similar to his business career, meaning that to him, diplomacy is just like selling houses, apartments and commercial properties. 

This is precisely what makes cleared-eye critics argue that Witkoff "mistook diplomacy for a real estate deal," citing his "amateurish" handling of complex, technical issues, such as nuclear enrichment. He is criticized for adopting pro-Russian positions in negotiations, failing to grasp diplomatic protocol, and, along with Kushner, being seen by some as "Israeli assets" influencing the US into war and unconditionally supporting Israel rather than being a neutral party. 

The pair is representative of what could be called “Transactional Diplomacy”. Both men treat high-stakes diplomacy as a business transaction, prioritizing personal relationships and "gut instinct" over traditional, bureaucratic, state-department-led negotiation methods. 

Trump supporters see their strength as their direct, trusted relationship with the President, allowing them to act with authority and speed that career diplomats cannot. But while they helped secure a 2025 ceasefire/hostage exchange in Gaza, their broader negotiations, particularly with Iran, have been linked to an escalation in regional violence. 

In a next blog, will see if JD Vance is any better for that kind of diplomatic negotiations...

Trump’s idea of diplomacy (Part One)

Before we discuss the strategy, or lack thereof in Trump’s attempts to “make deals” through high level negotiations at the international level, let’s review what’s needed in terms of qualities to negotiate effectively at the diplomatic level. It sure involves a combination of strategic intellect, deep empathy, and emotional resilience to manage complex, high-stakes relationships rather than just transactional deals. 

What follows are some common-sense rules. 

• Deep Cultural Understanding and Empathy: A top diplomat must understand the motivations, historical context, and domestic pressures driving the opposite party. This empathy enables the anticipation of arguments and the creation of "win-win" solutions that allow all sides to save face. 

 • Relentless Preparation and Analysis: Successful negotiators prepare far more than their opponents, knowing their own country's interests inside and out and analyzing all available data. 

 • Patience and Strategic Temperament: Diplomacy requires the "patience of a clockmaker". It demands an even temper and the ability to use silence, timing, and calculated pauses to advance goals without appearing impulsive. 

 • Active Listening: Effective diplomats listen more than they speak. Listening is considered a powerful tool for discovering hidden motivations, picking up non-verbal cues, and building trust, rather than just waiting for a turn to talk. 

• Integrity and Reliability: To build lasting relationships, a negotiator must display honesty and fairness, ensuring that they can be trusted to honor agreements. 

 • Flexibility and Creativity: Negotiators must be willing to compromise without sacrificing essential interests, finding creative, "outside-the-box" solutions to deadlocks. 

 • Mastery of Communication: This involves not just fluency in languages, but the ability to use precise, calculated language to convey firmness without causing offense, as well as the skill to pick up subtleties and nuances. 

 • Stamina and Courage: Diplomatic negotiations often involve 12-16 hour days under high pressure, requiring mental and physical resilience.  

In closing, a fundamental principle is that diplomacy is a long-term relationship, not a one-time, single transaction. It requires lots of patience and hard work and can’t be delegated to inexperienced individuals, no matter how “smart” they are. 

Ideally, diplomatic negotiators should draw their skills and experience from the State Department or similar foreign affairs agencies, to navigate complex international relations, institutional knowledge, and established trust with foreign counterparts. Unfortunately, and too often negotiating teams often are a mix of career professionals and political appointees that lack this critical background. 

The goal is to ensure that the negotiation outcome serves national interests and lasts, long after the immediate issue is resolved. Tomorrow we’ll see if Trump is up to that kind of mission, and if the people entrusted to do the job can do it. We’ll begin by assessing how Kushner and Witkoff are performing in view of the above criteria…