There’s no autopilot in leadership—it requires one to be both the compass and the engine. The highs aren’t constant, and the pressure never lets up with making decisive calls and staying nimble in shifting environments. Jacques Demont, the CEO of Devialet, is no stranger to this road. From redefining how people drink coffee, drive cars, and now listen to music, Demont has honed the rare balance of clarity and motivation, encouraging unity with purpose while turning big ideas into shared realities.
Throughout Demont’s life, only three products have truly impressed him. The first, like for many people, was the iPhone. When he got his first one, it felt like a revolution, and he’s kept up with every new model since. The second was Tesla. In 2012, while living in Montreal, he was introduced to the Model S and was taken aback by its features and high performance, calling it a breakthrough experience. The third was Devialet. “I was living in Paris back in 2017 and went to dinner at a friend’s place. I walked into the living room and saw this incredibly designed object. He switched it on and played November Rain by Guns N’ Roses—I was absolutely stunned by the sound quality. The next day, I bought a Phantom myself,” Demont reminisces. Not long after, a board member reached out to him about joining the company.
Coming on board a year ago, Demont’s ambition stems from Devialet’s unique combination of elements. “This is exactly the kind of brand I’ve always wanted to manage,” he says. Now, the Paris-founded acoustic engineering brand has opened its first-ever branded store in Malaysia, located at level 2 of Pavilion Kuala Lumpur. Alongside its main product line, the store offers a specialised listening room that takes the retail experience to an immersive level, allowing customers to revel in the full depth of Devialet products’ signature sound. The centrepiece of the room is the Phantom Theatre setup, a 5.1 surround sound system featuring five Phantom speakers.
How does Devialet approach product development differ from other audio brands, and how do you balance sustained innovation with commercial agility?
The first key difference lies in where we position the brand. We’re constantly creating new concepts and striving to innovate in every detail. We have strong technological assets, holding more than 250 patents with a team of 60 engineers continuously developing new tools and systems. We’re also investing heavily in AI because it’s the future of our segment. As for the commercial side—after one year with the company—I’m shifting more toward a bundled, experience-driven brand model because I believe it’s not just about the product. You need to feel and experience it. That’s the only way to truly understand its value.
How do you see listening habits changing in the next decade?
AI will play a major role in adapting music to each person’s individual tastes—automatically learning from what you’re listening to on platforms such as Spotify, Apple Music, or others. My team is already working on this, aiming to get even closer to our customers’ preferences, which I think is essential. We’re also exploring other applications, especially around spatialisation and new audio concepts.
What would you consider the most challenging moment in your professional career, and how did it shape your approach to leadership and decision-making?
One of my most difficult moments in my career was back in 2017, during a meeting in Amsterdam with Elon Musk. He gathered the 10 of us who were leading operations across Europe and told us very directly: ‘We have six months left, or we’ll go bankrupt.’ He said our only chance to save the company was to perfectly execute the launch of the Model 3. Although Tesla is one of the most recognisable brands in the world, back then, we were on the edge. I still remember Elon saying: ‘I can’t ask the banks for more. I’ve run out of friends, and I’ve run out of money.’ It was tough. But all of us stood behind Elon. We pulled together and we made it happen. Sometimes, leadership requires making tough decisions and standing firm through pressure.
How do you maintain a healthy work-life balance, and what practices help you stay grounded?
I don’t have the right balance at the moment. Running used to be a big part of my routine but, right now, my focus is on driving change. I’m looking to establish a new culture within the company, whether for my team, our customers, or everyone else that’s connected to the brand. That kind of transformation takes time and energy. But I do try to take care of myself because I know it directly impacts the way I make decisions, both personally and professionally.
What’s the one song that you feel resonates most with the chapters of your life so far?
Hans Zimmer’s Interstellar soundtrack. It might not be my favourite piece in my personal life, but it reflects the complexity of my career so far. It’s a track that teaches you to listen closely and appreciate all the intricate layers.
What have you added to your collection lately?
My 13-year-old daughter introduces me to new songs. I keep a playlist of what she’s listening to, and she’s into a bit of everything, but mostly French music. The latest track she shared with me was Le Dernier Jour Du Disco by Juliette Armanet, a French singer-songwriter. It’s a great one.
If you were to step away from the world of business for a day, how would you choose to spend it?
I’d love to go cycling in Italy with my best friend.
