Range of Competences

Board of Directors
Board of Directors

Experience

  • Corporate responsibility as a member of BoD (non-executive) in a strongly international environment

Important contributions

  • Overall responsibility as a member of the BoD of companies with sales of up to CHF 440 million and up to 1 400 employees
  • Strategic, organizational and financial management of a group, including structuring governance and ensuring compliance
  • Member of various board committees such as strategy & innovation, compensation & nomination, finance & audit
  • Participation in M&A transactions including due diligence and valuation
  • Comprehensive restructuring of subsidiaries
Leadership & Values

Experience

  • Management of up to 16 direct reports
  • Indirect management of up to 2,300 employees in 6 divisions and 4 areas of competence

Important contributions

  • My core values ​​are based on integrity, respect, responsibility, trust and performance
  • I stand for personal and business integrity and take ownership of my area of ​​responsibility
  • In an increasingly volatile, uncertain, complex and ambiguous environment (“VUCA world”), today’s leaders face the challenge of providing more purpose, promoting empowerment and increasing agility
  • Vision, example, commitment, guidelines, responsibility and trust therefore characterise my leadership
  • It is important to me to live an appreciative performance culture, to promote personal responsibility, to work together across generations, functions and companies, to communicate holistically and to use the opportunities of digitalisation
  • My environment values ​​my participative, appreciative and respectful management style, my empathy, authenticity and stringent, active communication
Management & Strategy

Management & Strategy

  • Member of top management bodies (budget up to CHF 5 billion)
  • Head of strategic organizational units (budget up to CHF 1.4 billion)
  • Responsibility for central functions (finance, HR, strategic planning, corporate development, real estate)
  • Stakeholder management

Important contributions

  • Strategic planning and management of 6 divisions and 4 competence centers with budget responsibility of up to CHF 1.4 billion and indirect management of up to 2,300 employees
  • Budget processes for the entire armed forces with a volume of up to CHF 5 billion; Personnel budget up to CHF 300 million
  • Strategic real estate portfolio management (with a total volume of over CHF 20 billion)
  • Strategic human resource development and decisions
  • Responsibility for investment volumes between CHF 1 and 1.5 billion / year
  • Stakeholder management with politics, business, media and authorities
Transformation & Change Management

Experience

  • Strategic realignment
  • Digitalization
  • Talent management & development

Important contributions

  • Strategic realignment of the armed forces and military administration (Vision 2030+, strategy, structure, culture, digitisation)
  • Transformation of the armed forces joint staff into a joint operations command with 6 divisions and 4 centres of competence
  • Design and implementation of talent management concepts and filling of key positions
  • New conception and implementation of strategy-oriented performance management
  • Supporting large companies in strengthening entrepreneurial thinking and behaviour (“intrapreneurship”) as well as strategic competencies
Security & Safety

Experience

  • Planning and command of all armed forces’ operations
  • Entrepreneurial risk management
  • Business Continuity Management
  • Cyber ​​strategies
  • Safety management

Important contributions

  • Protection of international conferences and critical infrastructures
  • Supporting civil authorities (federal and cantonal governments, police corps, border guards) and Swiss health care system during the COVID pandemic
  • Responsibility for risk management in own area of ​​responsibility and joint responsibility for risk management in the armed forces
  • Overall responsibility for Business Continuity Management (BCM) in the armed forces
  • Joint responsibility for the implementation of the federal cyber strategy and the use of cyber measures in military operations
  • Overall responsibility for the air force’ safety management system and establishment of an aviation “just culture”
Crisis Management

Experience

Operational crisis and emergency management

Important contributions

  • Overall responsibility for operational emergency and crisis management
  • Compilation, training and evaluation of crisis management teams
  • Responsibility for crisis communication as “face to the public”

Communication

Experience

  • Broad experience with media such as press, broadcasting and television
  • Representation of armed forces supreme command in political commissions and bodies
  • Keynote speaker

Important contributions

  • Representative at media conferences
  • Interventions in political commissions and bodies
  • Creation of newsletters and video messages for employees and troops
  • Appearances as a keynote speaker at customer events for large companies
  • Speeches in business and service clubs such as Rotary, Kiwanis, Lions and political authorities
  • Keynote speaker at large private und military events
Industry Sectors

Important contributions

  • Aviation
  • Defense
  • Security (including cyber)
  • Public administration and state owned companies
  • Industry
  • Consulting