Breitling has teamed up with NBA superstar and dear friend of the brand Giannis Antetokounmpo to launch a limited-edition collection and new executions of the AAA best replica Breitling Chronomat B01 42 watches. This collaboration introduces the Chronomat Giannis Antetokounmpo, focusing on Antetokounmpo’s personal style and journey. The collection also features two standout pieces: 40-mm steel UK top fake Breitling Chronomat GMT and a 42-mm gold Chronomat B01 chronograph watches, each reflecting Antetokounmpo’s dynamic personality with unique details and team colors.
The high quality replica Breitling Chronomat Giannis Antetokounmpo watches are distinguished by their design elements, including “GA” initials, a basketball emblem, and shades reminiscent of the Milwaukee Bucks’ green. The GMT model features Antetokounmpo’s signature on the caseback, while the chronograph showcases the Breitling Manufacture Caliber 01 movement with a view of its golden rotor.
To honor the collaboration, Breitling created an exclusive “One of One” Chronomat B01 for Antetokounmpo, featuring golden numerals, a white inner bezel, and a green dial with white chronograph counters. This perfect Breitling copy watches celebrates his remarkable rise from a stateless youth in Greece to an NBA icon.
In addition to these special editions, Breitling expands the Swiss made replica Breitling Chronomat B01 42 lineup watches with new colorways, including a verdant green shade, and introduces the first Rouleaux-inspired rubber strap, offering wearability and water resistance. The collection also sees the addition of titanium models for a lighter feel without compromising robustness. Limited to 1750 GMT and 250 chronographs, these 2024 China Breitling super clone watches also come with special-edition packaging and a note from Antetokounmpo himself.
“Giannis has an incredible personal style and sense of self that we knew we had to capture in a timepiece,” says Georges Kern, CEO of Breitling. “And so, our longstanding ambassador became a collaborator who not only brought his aesthetic to the project, but also his indominable spirit.”
The Red Arrows are one of the most popular aerial display teams in the world, performing daring feats of aeronautic acrobatics to commemorate significant occasions in the UK. However, with the new Breitling Avenger Red Arrows 60th Anniversary collection it’s actually the Red Arrows themselves who are being commemorated, as it’s 60 years since the RAF display team was formed. There are two Swiss made Breitling replica watches in the collection, the Breitling Avenger 42 Red Arrows 60th Anniversary Edition and Avenger B01 Chronograph 44 Red Arrows.
Replica Breitling Avenger 42 Red Arrows 60th Anniversary Edition Watches
First up is the best UK fake Breitling Avenger 42 Red Arrows 60th Anniversary Edition watches, a 42mm stainless steel timepiece with a combination of polished and brushed surfaces. As an Avenger model, it features a broad bezel with pronounced markers at 12, 3, 6 and 9, which alongside the chunky grip on the crown makes it easy to operate by a pilot wearing gloves.
As a Red Arrows 60th Anniversary Edition it has a dial in RAF blue with the Red Arrows insignia at 9 o’clock and a commemorative caseback. It also has a red-tipped seconds hand for ultra-legibility because the Red Arrows operate at precise timings in order to avoid disaster. As part of that, the cheap 1:1 Breitling copy watches houses the COSC-certified Breitling Calibre 17 with 38-hour power reserve, giving chronometer precision.
The luxury AAA Breitling replica watches is limited to 360 pieces and a percentage of sales will be donated to the Royal Air Force Benevolent Fund. It’s £3,900 on steel bracelet or £3,650 on blue leather strap.
Price and Specs:
Model: Breitling Avenger 42 Red Arrows 60th Anniversary Edition Ref: A173281A1C1A1 (bracelet), A173281A1C1X1 (strap) Case: 42mm diameter x 12.2mm thickness, stainless steel Dial: Blue with Royal Air Force insignia Water resistance: 300m (30 bar) Movement: Breitling calibre 17, COSC-certified, automatic, 25 jewels Frequency: 28,800 vph (4 Hz) Power reserve: 38h Functions: Hours, minutes, seconds, date Strap: Blue military leather or stainless steel bracelet Price: £3,650 (leather strap) or £3,900 (bracelet), limited to 360 pieces
Fake Breitling Avenger B01 Chronograph 44 Red Arrows Watches
The Breitling Avenger replica watches for men is already on the sportier side of pilot’s watch designs with its chunky silhouette but the B01 Chronograph 44 pushes that to the extreme with a 44mm diameter case made from black ceramic with titanium pushers and crowns. It’s incredibly lightweight and scratch resistant, which is ideal for weathering the inevitable bumps experienced in a Red Arrows cockpit during a show.
It follows the same overall colour scheme as the time and date in dark blue, red and black. However, instead of featuring the official Red Arrows logo, it has a stylised version depicting the signature diamond formation perfected by the team. It’s presented on the small seconds subdial at 9 o’clock, with the other subdials in the tricompax display serving as the 12-hour and 30-minute counters. All of which are controlled by the Breitling B01 calibre with 70-hour power reserve.
It’s priced at £7,950 and presented on a blue calf leather strap. Which for ceramic top Breitling super clone watches with titanium hardware and a really solid movement seems pretty reasonable. Especially considering that IWC’s ceramic chronographs like the Mojave Desert sit above £10k.
Price and Specs:
Model: Breitling Avenger B01 44 Red Arrows Ref: SB01475A1C1X1 Case: 42mm diameter, black ceramic Dial: Blue and black with Red Arrows squadron logo featuring ‘Diamond 9’ formation positioned at 9 o’clock Water resistance: 300m (30 bar) Movement: Breitling calibre 01, COSC-certified, automatic, 45 jewels Frequency: 28,800 vph (4 Hz) Power reserve: 70h Functions: Hours, minutes, seconds, date, chronograph Strap: Blue military leather Price: £7,950
In March 2018 the luxury Swiss watch company announced its concept of “squads” – groups of brand ambassadors gathered by genre – as an alternative to the traditional celebrity endorsement of man + watch. Since then we’ve been introduced to the Breitling Cinema Squad (including Brad Pitt and Adam Driver), the Breitling Surfer Squad (including Kelly Slater and Stephanie Gilmore) and the Breitling Explorer Squad (including Bertrand Piccard and Inge Solheim). We’ve admired the Breitling Aviation Pioneer Squad (including astronaut Scott Kelly and fighter jet pilot Ricío González) and felt intimidated by the Breitling Triathlon Squad (including Ironmen Jan Frodeno and Chris “Macca” McCormack).
Now UK 1:1 Breitling fake watches invites us to meet its Breitling Founders Squad, “men who made Breitling what it is today”. They are Léon Breitling, who founded the company in 1884; his son, Gatson, who in 1915 created one of the first wrist-worn chronographs to feature a stop-start pusher at 2 o’clock; and Léon’s grandson, Willy, who patented the second chronograph pusher at 4 o’clock, in 1934. Old school!
Breitling is justifiably drawing attention to its historic achievements as it raids its history books for a new family of cheap replica Breitling watches. Called the Breitling Premier Heritage Collection, it falls within its Premier line of slightly dressier watches that sit apart from its Navitimer pilot and Superocean dive watches, while still being recognisably Breitling. The Premier line was introduced in 1943 (and then reintroduced in 2018).
The three new luxury Breitling copy watches in the Premier Heritage Collection are the Chronograph, the Duograph and the Datora – reinterpretations of models from the 1940s.
The 40mm high quality replica Breitling Premier Heritage Chronograph watches comes in two variations: with a pistachio green dial and a stainless steel case or a silver-coloured dial and an 18k red gold case.
The Swiss movements replica Breitling Premier Heritage Duograph watches is 42mm and comes with a blue or black dial. Its USP is its rattrapante function, the extra chronograph complication that allows the wearer to record multiple time intervals that start at the same time but don’t end together (ie: lap times in a race).
The 42mm Premier Heritage Datora features day, date, and moon phase displays and comes with a copper-coloured face in a stainless steel case, or a silver-coloured dial in a 18k red gold case.
All feature AAA China Breitling super clone watches‘ latest movements, Arabic numerals, vintage-inspired hands and alligator straps with tone-on-tone stitching. Each is a COSC-certified chronometer and water-resistant up to 100 meters.
Old names, new interpretations – no doubt the original Breitling Founders Squad would have approved.
Premier Chronograph (steel) £6,200, Premier Chronograph (gold) £13,400; Premier Duograph (steel) £7,700; Premier Duograph (gold) £15,900; Premier Datora (steel) £9,250; Premier Datora (gold) £17,950.
Georges Kern is one of the greats of the modern Swiss watch industry. After spending nearly two decades at the upper echelons of the Richemont group with brands like A Lange & Sohne, Jaeger-LeCoultre, and IWC (where he was the youngest CEO), he was roped in by the British private equity firm CVC Capital Partners in 2017 to revitalise the storied Swiss luxury watchmaker Breitling which they had just acquired. Famous for its iconic perfect Breitling replica watches like the Navitimer, Superocean, Chronomat, and Avenger, Breitling, which celebrates its 140th anniversary this year, was then floundering under the weight of its unwieldy catalogue mainly targeted at an ageing demographic.
Kern, with his rich experience, proved to be more than capable. He stripped away the frills, slimmed down the product line-up, and refocused the design, marketing, and distribution to make top UK Breitling fake watches popular across a broad spectrum of watch buyers, particularly the young and the new while keeping the brand’s heritage story intact. His emphasis was more on lifestyle than age. He was so confident in the strategy that he invested his own money in the restructuring along with the majority stakeholders. Success followed soon after. CVC, which had valued the brand at $900 million when it bought the 80 per cent stake in 2017, sold the majority stake in the brand in 2022 to the Swiss investment company Partners Group at a five times higher valuation at $4.5 billion.
According to Morgan Stanley’s latest annual report on the Swiss watch industry, Breitling’s estimated sales in 2023 were close to $1 billion, elevating it into the list of the top 10 Swiss Watch brands for the first time. But cheap replica Breitling watches‘ recent success has come largely from its traditional markets of Europe and America, with the large Asian markets contributing very little. That is why Kern believes that the brand’s best days are still to come as he pushes towards expansion in the fast-growing markets of India and China.
Breitling India’s revenues, for instance, jumped by a robust 40 per cent last year. Besides selling through multi-brand outlets like Kapoor Watches and Ethos, the company has, in the last year, opened two exclusive boutiques in Hyderabad and Chennai, with more to come in the months and years ahead. Kern was in Mumbai last week on his first trip to India in nearly two decades, where we caught up with him for an exclusive interview:
When you took over AAA China Breitling copy watches seven years ago, you brought about radical changes. Did you think that was a risky move that may have backfired as well?
When I first met CVC, they were focused on cost-cutting due to our heavy investments and the expenses of maintaining a jet team. I explained to them that this wasn’t just about cutting costs; it was about growth. As an investor, I had put a lot of money into this, embracing significant risks — my wife thought I was crazy! I had just been promoted, life was great, and I was financially successful, so I was prepared to take these risks, and so was my team.
During my initial presentation to journalists, clients, and our team, there was a lot of scepticism. Many thought I would run the company into the ground. While our business had roots in aviation, I envisioned something different, a new direction. Often, it’s hard for people to see the potential in things; they see an old house and can’t imagine it being transformed. Initially, the vision was unclear, but after a few months, we began to integrate the old elements with the new, gradually bringing the whole picture into focus.
What is it that you thought the market wanted, in terms of design and a success story? What are some things your team has gotten right?
Breitling was a car driving in first gear — it had so much more potential. Using 140 years of history, we pushed for more classic 2024 wholesale Breitling replica watches, women’s watches, and global reach. This is easy to explain. What’s difficult is to do it.
As an aesthete, I don’t know any brand that has as many nice products as us. I also think we have the best image. The modern-retro style of our boutiques is unique and very appealing and our lifestyle, our communication and advertising campaigns speak to our customers. The only thing we are missing now is the awareness of the ‘new’ Breitling. Only 10 per cent of our target group knows the new Swiss made fake Breitling watches. They all live in the old Breitling. Luxury is a process to build — look at the most successful fashion and luxury brands. It’s not investments over two or three years, it’s cumulative investments over 10 years and more that make it happen. However, we’ve cracked the top eight with just 10 per cent awareness; imagine what we could do with 50 per cent. This is why I’m so confident we can reach the top five.
Tell us more about the acquisition of Universal Genève, and your plans for the brand.
The idea behind it was simple—we can do it! We have a great team, great organisation, and excellent infrastructure. We plan to manage it differently, effectively incubating the brand. A similar structure allows us to offer diverse price points to our partners. As an independent group, our approach is distinct from traditional groups. Beyond a certain price point, you transition to another brand. Currently, luxury Breitling super clone watches‘ price points range from approximately £5,000 to £20,000. However, with Universal, we could tap into a market ranging from £12,000 to £300,000. It’s a different market, like comparing different classes of cars, but under one umbrella.
I consulted historians to find out which brand out there has significant appeal, and Universal Genève stood out. It has an incredible history, exceptional products, remarkable storytelling, and groundbreaking innovation. It’s akin to reviving Bugatti. There was immense competition for it, even from large groups. After we acquired Universal, the response was overwhelming. I’ve been bombarded with interest; every retailer wants it, and I’ve started holding collectors’ meetings.
Our biggest challenge now is managing the high level of expectations. People think that with Universal, success is guaranteed—that we’ll win decisively, like scoring four-nil in a football match.
You’ve been in the industry for 30 years, witnessing how changes in the nineties redefined the world of Swiss watchmaking. What are some significant changes that you’ve seen?
The wake-up call for everyone, especially since COVID, is that independent brands are now more successful than those within groups. High quality Breitling replica watches is the first private equity-owned company in this context, and we’re doing very well. This success leads us to question what might be going wrong in other contexts and why some brands are not as successful, especially post-COVID.
I’m confident that many brands within groups could be much more successful under another leadership model. A group isn’t a deity; it doesn’t guarantee success. A group is merely a collection of individual CEOs, who are more or less competent.
So, what does being in a group really mean? It doesn’t inherently aid in success. There’s no divine intervention in a group. You might have a slight advantage in negotiations, such as with landlords, but at the end of the day, if you’re strong as an independent brand, they’ll want you anyway. And if you, as part of a group, produce subpar products, they won’t want you. Ultimately, it’s performance and success that matter, not whether you’re independent or not.
Are you targeting a younger audience as compared to before?
We don’t think about age, we think about lifestyle. It doesn’t matter how old you are. The question is: Do you appreciate our lifestyle, or what we represent as a lifestyle?
Today, customers first identify with the brand, then the design, and finally the technology. This is a complete reversal from 25 years ago when I started in this industry and technical features, and the movement of Breitling fake watches shop were decisive. Now, the initial consideration is of the brand before anything else.
Where do you see yourself five or ten years from now? Are you going to continue with Breitling?
If it remains a fun and exciting journey, now with an additional brand, why not? I believe that it depends on your personality. You have people who can spend their days living on the beach, and I’m not this type of guy. I like winning, but not just for the sake of making more money or just per se. I like winning against others.
And that’s also the expectation I set for my team. We seek individuals who strive to win every single day. I don’t want them to be satisfied with past successes. Winning is enjoyable, and it’s even more satisfying when others doubt you or expect you to lose, and yet you succeed again. With replica Breitling watches online site and Universal, we will continue to win.
Breitling’s road to growth is a long one, and Georges Kern is savoring every minute of the journey. The marketing and management wunderkind who began his career at Kraft General Foods and later made his mark repositioning IWC at Compagnie Financière Richemont is clearly loving his double life as a shareholder and chief executive officer of the private-equity backed watch brand.
He joined best UK Breitling replica watches, which is marking its 140th anniversary this year, in 2017, and has helped catapult the brand into the top 10 of Morgan Stanley’s annual ranking. According to the bank’s latest annual Swiss Watcher report, estimated sales in 2023 were 870 million Swiss francs, or 890 million euros, with 178,000 units sold, and an implied retail market share of 2 percent. Breitling ranks at number nine, unchanged from last year, and above brands including Tissot, IWC and Swatch.
Kern is also driving the brand’s sustainability strategy, which includes using only lab-grown diamonds and responsibly extracted gold, and is in the process of revitalizing the storied Swiss watch brand Universal Genève. Breitling purchased the brand late last year, and it’s set to be relaunched in 2026.
Despite the current challenges facing the watch industry, Kern sees nothing but opportunity ahead, and is eager to build market share in variety of geographies, including China. An unconventional leader, he believes success relies on intuition and creativity as much as it does brains and experience. Here, he talks about his ambitions for Breitling, and the joys of running an independent company.
It’s a big year for perfect 1:1 Breitling fake watches, with myriad launches and events planned. What is the overall message you want to telegraph?
Georges Kern: We have been doing a very good job over the last six or seven years of being relevant again in terms of product design, the tone of the brand, marketing and [projecting] a contemporary, cool [image]. We want to build on that, tell the story of Breitling and offer even more content and substance to the brand, and to the consumer. We have a couple of things in the pipeline, including a book of 140 anecdotes around the brand — its people, technical innovations and ventures. It’s not written in a classical way but as a series of short stories. We also have a pop-up museum that will open this summer in Zurich, and we’ll have three expensive [designs] coming out in late summer during the Geneva Watch [Days]. We’ve also launched the high quality replica Breitling Aerospace B70 Orbiter watches as part of our 12-month long anniversary activation.
In 2017 you left a top job at Richemont, one of the biggest luxury groups in the world, to join the independent, private-equity backed Swiss made Breitling copy watches. How different has it been running a stand-alone company versus life inside a big, powerful group?
G.K.: In a big group, you are embedded in a kind of power house, but there isn’t the flexibility or speed of a privately owned brand because you have all these committees and processes. We’ve been [growing] like crazy over the last couple of years because we’re independent and we can move quickly, with a very short decision time. I don’t think that we could have developed as quickly and as positively as we did if we had belonged to a [large] group anywhere in the world. For the wholesale replica Breitling watches restart, it was the right thing to be with private equity. It was also a huge motivation for us, as we are all investors.
It’s a totally different way of working. We are partners and I’m not an employee. The investors wouldn’t make any decisions without me [and vice versa]. It’s the same for the senior management. For me, for my personality, it has been an amazing journey. I love what I’m doing, be it with CVC or Partners Group, which is now the majority shareholder. I’m extremely happy to have great partners. They are very smart people.
How are you dealing with the slowdown in luxury spending? What sort of impact has it been having on business?
G.K.: You always have to differentiate between the long-term development of an industry and the bumpy roads, which now are being caused by the wars in Gaza and Ukraine, inflation and high interest rates. Am I worried? No. You have to live with it. I believe the luxury industry will grow tremendously over the next couple of years because you have more and more rich people coming into the game, and you have new markets like India, Indonesia and China developing further. I’m very confident about the future.
If you look at the so-called slowdown of the luxury industry, you have three [different dynamics]. The first is the normalization after COVID[-19], because the market had been on fire for a couple of months with people catching up on what they couldn’t buy during [the pandemic]. The second was revenge traveling, which we had last year. People were spending much more money on traveling than they had in the previous two years. And what they spent on travel, they didn’t spend on luxury goods.
Then, at least for the Swiss watch industry, many companies lost growth and profitability because of the strong Swiss franc. If brands did decide to increase prices, that obviously had an impact on EBIT and on top line. If there’s no further disaster in the world, [the business] will come back.
What’s it like being an independent player in a sea of brands owned by luxury groups? Is the competition with the big groups ferocious?
G.K.: At the end of the day, what is a group but the [presence] of more, or less, competent managers? There is no such thing as God in a group, who can influence a brand in a positive or negative way. You have a frame, some cash, and structures in place, but if the individual manager is not good then the brand will not perform. At the end of the day, it’s the quality of the individual management team that makes a difference.
Being part of a group can bring power [and scale] but at the same time Partners Group has billions in assets under management [$147 billion as of Dec. 31], CVC has the same [186 billion euros]. We’ve had to fight for our position in the market, but we’ve become so big and are respected by our retailers and partners. I don’t see any major negative points compared with the big groups’ brands.
What are your overarching ambitions for Breitling?
G.K.: We can be one of the top five watch brands in the world. We can double or triple our turnover. I’m totally convinced because the company has the depth and the width in terms of product. It has history — and I think we have a proven strategy. The major point is that only 10 to 15 percent of our target group knows the new cheap fake Breitling watches. The old Breitling was very much about aviation, it was very loud. Imagine the growth we could have if 80 percent of our target group knew about the new Breitling? Already we know that most people, when they see us, want to buy the brand.
For me, the next coming years will be about using our full potential, and doing more of the same. We don’t need to change because we have a proven strategy. In addition, we’ve acquired Universal Genève [the storied watch brand founded in 1894] and we’re going to relaunch it in 2026. It’s a big brand to relaunch and it’s fascinating. I’m wearing one today, by the way. It’s very motivating, and everybody is expecting great things from us.
Can you talk about some of your other expansion plans?
G.K.: We are now at around 270 boutiques and we want to increase that number to roughly 350. There are many countries where we’re putting in lots of effort, including Mexico and India. China is still strong for us because we started at a very low level, and it will take years until we reach our fair share of market similar to what we have in other countries. But it’s a more a tactical than a strategic issue, and it’s about building boutiques and awareness. We are successful in Asia, in Western Europe, in the Middle East. We are successful everywhere, so we will be also successful in China. But the implementation and work take time. So, I would say we’re focusing firstly on the development of retail, and then [we’ll be looking at] developing in the big markets.
What kind of customer are you appealing to?
G.K.: We don’t think in terms of male or female, aged 20-plus, or 50-plus or 40-minus. It’s more about lifestyle. We want to be the cool and relaxed alternative to the more traditional brands out there. We have a clear design code and we talk about new luxury, which is sustainable and inclusive, approachable and casual. It’s more a style, a design and values that you buy rather than a socio-cultural segment. You’re a Versace girl or you’re an Amani girl. You need to choose your style — and it can be for any age.
Are the demands of sustainability proving a challenge?
G.K.: Everything is difficult. Making products is difficult. Building retail is difficult. Managing retail is difficult. Being sustainable is difficult because you need to control your supply chain, but you have to do it. You cannot be successful, especially with the up-and-coming customer base, if you don’t have a proper ESG policy in place, which we do. And that takes time to put in place. We have also launched lab-grown diamonds. [Breitling plans to fully transition to lab grown stones by the end of 2024.] But it works.
How have you brought to bear your past experience, especially your years at Richemont, to Breitling?
G.K.: There are three things that are important in my business. First, you learn from mistakes and experiences. So when I joined luxury Swiss replica Breitling watches, I was around 53. I had made mistakes previously, which — thank God — I haven’t made again. You also need experience. When you’re young, you’re more arrogant and you believe it’s just knowledge [that you need]. But it’s also experience. Second is teamwork. Today, we are all investors, and it’s one of the best teams I’ve ever had. And when you have skin in the game — and many of my colleagues have major skin in the game — there is a totally different attitude and sense of responsibility. During COVID[-19] I found out how great the team was, saw how they reacted and behaved, and how they took decisions in the right way. The third thing is something I don’t think you can learn. I call it intuition. It’s knowing what [will] work — or not. At Breitling, there was never any market research behind [our decision-making]. We just did it.
Can you elaborate on the importance of instinct in the luxury business?
G.K.: In the luxury industry, you don’t answer a need, you create a need. Everything [we’ve created over the past years] was invented by us through intuition and creativity and this is something you cannot learn. If you have it, and if you have a team who can help you with it — that’s great. And, if not, it’s not great. What people forget is that being intelligent in the luxury industry is not enough. It’s not good enough if you’re analytical and intelligent, and if you can analyze your competition or your market. You need to have a great sense of intuition and creativity to create these needs [for the consumer] and to feel the market, and to launch something that people will buy in a year or two when it comes out. [You need to create something that doesn’t] exist today. That’s the kind of talent you need to have, which goes far beyond being smart. You have McKinsey guys who are very smart, but they would be totally incapable of running a luxury company. Goldman Sachs people — they cannot [do it either]. It’s not their mindset. Having a [big] brain is not enough.
What’s the first, or most important, question you ask when you’re interviewing a candidate for a job at AAA online Breitling super clone watches?
G.K.: It’s very difficult [to conduct an interview] especially for senior positions. The problem in interviews is that, even with years of experience, you can fall [flat], because you never know. You have half an hour, 45 minutes, but you still don’t know how that person will perform, or how they will integrate in the team and interact with his or her peers, or superiors. It’s very difficult. I want to sense the person’s character, [probe] what that person did in his or her previous life and how they can fit into a team. It’s like in soccer. You have players who play very well in one team, then go to another team — and it’s a disaster. And they change again, and it’s great again. Your talent might work in one context, but not in another one.
What are you doing when you’re not working?
G.K.: I am a cyclist, and I cycle a lot during the year, between 3,000 and 4,000 kilometers, mainly in Majorca and Switzerland. It’s a great sport for keeping fit, a great team sport, and one that you can do with friends. My hobby is also producing movies and series. I produced the French film “Mon Chien Stupide,” in English it was called “My Dog Stupid” [based on the short story by John Fante]. Now, we’re in the last phase of launching it as a [TV] series. I have the director, the main cast, the pilots, the outline. It will be in English and produced in the U.K. I am coproducing it with the director, the main cast and the scriptwriter.
What do like best about film production?
G.K.: I have to bring things together — finance, people, the story, the IP. That’s just one part of it. The second part is the development. For the series we only have material for one season, which is based on the book. We don’t have material for two or three seasons. We have to invent the second and third seasons — and that is a very cool process.
