Customer service is the foundation of Time International, the company developed from a substandard luxury shopping encounter faced by President and CEO Irwan Danny Mussry. “It was a dream product, and that experience stayed with me,” Mussry says, explaining how it prompted him to build a company that could better represent global brands. “I saw an opportunity and thought: if I could do this better, I could create something meaningful,” he adds. “From the beginning, integrity was my focus; the brand had to come first, not me.” Here, he outlines Time International’s evolution and strategy for long-term growth. 

Q: What were the key early decisions that have shaped Time International’s brand? 
We built the business wholesale-centric—not as a shop, but as a way to supply the market and support it, showing how even small steps can improve the customer experience. That was the true beginning. Today, we are fully customer-centric, providing not only full services but the right services, ensuring that every interaction reflects a deep respect for our customers while also upholding the integrity of the brands we represent. 

Q: How did the company change the way luxury goods are represented in Indonesia? 
Traveling made it clear that representing a brand requires honoring its history, heritage, and identity. Continuing only as wholesalers meant we could not control the customer journey, especially in a market that was still developing and focused mainly on trading. 

When we first started representing brands, I was confident because we understood selling and integrity. Our challenge was learning how to create the right customer journey. We soon realized we needed to shift to retail-centric operations to stay relevant. We keep learning, growing, and staying engaged with the world. Service excellence was and will always be our goal. 

Q: How do you continue to grow as a business? 
Our goal now is to nurture intrapreneurship and entrepreneurship within the team. There is huge potential in Indonesia. Companies can grow big here, foster entrepreneurship, and create opportunities. We have made major investments in learning and development. We run scholarship programs and hire top graduates. They work for nine months as managers-in-training, then decide whether to stay or move on. Some stay, some become partners outside. All of it adds value. 

Time International has always focused on building in Indonesia. Of course, we could open stores abroad, but the real work is here, building with young, talented people. Many have been with us for 20 to 25 years. If you value the journey, growth comes naturally. 

Q: What are your current strategic priorities? 
Most of our projects now focus on advancing what we already have, revamping service centers, stores, and boutiques to strengthen our foundation. We are not actively adding new brands, although occasionally opportunities arise. We recently opened the first store in Indonesia for a major fashion brand, with more to follow in the coming months. 

Q: What is your message to U.S. readers about Indonesia’s economic climate? 
Indonesia is a young, dynamic, and still-emerging market with vast opportunities. Coming early with the right product allows you to ride the wave of growth. It allows you to secure both first-mover advantages and long-term growth opportunities.