BRETT EYEWEAR: Built on character
- By Valeria Martinez
Brett Eyewear has built its identity around the world of motorsport and the “gentleman driver” ethos, translating a world of cars and engineering into a recognisable design identity. As the brand expands across more than 20 countries, founder Jean-François Boiteux tells 20/20 EUROPE how it keeps its identity consistent, balances design with performance and sets its ambitions for the next chapter.
Q: You founded Brett after nearly two decades designing for others, driven by a passion for motor racing and its iconic figures from the 1970s. As the brand scales globally, how do you make sure that the brand’s “gentleman driver” DNA doesn’t get lost?
A: From day one, BRETT was built around something very clear. The “gentleman driver” isn’t just a visual reference for us; it’s really a mindset. It’s about attitude, precision, confidence… and a certain idea of masculinity that feels natural, not forced. That’s what people connect with. What surprised us is how universal it is. Whether we’re in the US, Europe or South America, the reaction is often the same. Men recognise themselves in that spirit. It’s about passion, attention to detail and the love of well-made objects. We call our customers “BRETTMEN”. They’re not defined by where they’re from, but by what they value: mechanics, design, freedom. As we grow, the key is to stay consistent. We don’t try to adapt the story to every market. We keep it clear, and we keep it honest.
Q: You have expanded into 2,500 doors across 20 countries. What have you learned about which markets understand the brand fastest?
A: What’s interesting is that the brand connects almost everywhere, and often very quickly. The real difference doesn’t come from the country; it comes from the people we work with. When an optician really understands BRETT and believes in it, they’re able to tell the story in their own words. And that’s when things start moving fast. That said, some markets naturally respond more strongly. Germany, the Netherlands, Italy… there’s a real sensitivity there to quality, materials, craftsmanship. Our focus on titanium and larger sizes also fits very well with Northern Europe. In the South, we’re adapting slightly by introducing smaller sizes, just to go deeper into the market.
Q: Your designs draw heavily on vintage cars and motorbikes. How do you translate that inspiration into something that works commercially on the shelf?
A: I wouldn’t really call it “vintage”, at least not in a nostalgic way. What inspires me is the iconic cars and motorcycles that have a strong identity, a real presence. It’s more about design and engineering than about the past itself. We take inspiration from outside the optical world, and then we translate it into our own language. The process is quite structured. We design everything internally, but when it comes to production, we work with different specialised partners depending on what we need. That gives us flexibility while keeping control over the final result. After more than 20 years in the industry, we have developed a strong understanding of what works commercially. This allows us to translate creative inspiration into products that are not only distinctive but also relevant and effective on the shelf. It’s always a balance between emotion and expertise, creating something desirable, but also something that performs.
Q: Features like ultra-thin temples designed to fit under helmets are quite specific. How much do these details actually influence buying decisions?
A: Today, the optical market is extremely saturated. Opticians are constantly approached by new brands, which makes it essential to have a clear and focused positioning. At BRETT, we speak to a specific audience, men or “BRETTMEN” -and we’ve built a strong offer around that, especially in larger sizes. Technical features such as ultra-thin temples that fit comfortably under a helmet are highly relevant within our universe and can be a strong selling point. However, they are only part of a bigger picture: it’s never just one feature that makes the difference. What really works is the overall consistency, the design, the materials, the quality from Japan, the collection itself and the relationship we build with our partners. Everything has to make sense together.
Q: You have developed a new colour entirely using PVD, a process borrowed from watchmaking and aeronautics. From a technical standpoint, what were the main challenges in developing and commercialising this finish?
A: We are a brand that is deeply consumer-oriented. We don’t innovate for the sake of innovation: we innovate to enhance the user experience. The development of our PVD finishes, particularly the Midnight Blue, is a perfect example. The challenge was to achieve an exceptional level of durability and resistance while maintaining a unique, deep, and refined aesthetic. PVD is a highly demanding process, inspired by watchmaking and aeronautics, requiring extreme precision and consistency. But ultimately, what matters most to us is the customer’s perception: the depth of the colour, its long-term resistance, and the overall feeling of quality.
Q: BRETT uses Japanese titanium but designs in France. How are you managing production quality at a time of supply chain pressure and rising sustainability expectations?
A: Our experience allows us to collaborate with some of the best partners, particularly in Japan. These are long-term relationships built on trust, shared standards and a common pursuit of excellence. We manage production as a true partnership, which enables us to maintain a high level of consistency and quality, even in a complex global environment. When it comes to sustainability, we believe the most responsible approach is to create products that last. Rather than focusing solely on recycled materials, we prioritise durability, quality, and timeless design: products that customers will wear and keep for many years. That is more meaningful than just following trends.
Q: You’ve worked on collaborations such as Wheels & Waves, Donkervoort, Hedon, Distinguished Gentleman’s Ride and this year, for the first time, Le Mans Classic. How do these different collaborations, with very different universes, integrate into BRETT’s brand DNA?
A: We are extremely selective when it comes to collaborations. It’s never just about visibility; it’s about genuine alignment. In other words, collaboration has to make sense. It’s not just about visibility. All the partners we work with share something in common with BRETT: attention to detail, craftsmanship and a strong link to mechanical culture. These projects allow us to express the brand in different environments: on the road, on the track, in lifestyle communities. But we never change who we are. It’s always the same story, just told in different ways.
Q: We’ve heard about the APEX 2030 strategy. Could you tell us more about what it involves and how it will shape BRETT Eyewear’s future?
A: BRETT is at a pivotal moment in its journey. We’ve built strong momentum and established a distinctive position in the market, but the real challenge starts now: scaling the business while preserving what makes BRETT unique. That’s exactly the purpose of our Apex 2030 strategic plan. It’s a structuring initiative, backed by significant investments in people, product, marketing, distribution and IT infrastructure, to give ourselves the means to match our ambitions. Our objective is clear: to further anchor BRETT as a key player in the optical industry and reach the symbolic €13 million milestone by 2030, while building a brand that is both desirable and sustainable over time.
