Insights

Over the years, we’ve tackled diverse mandates, from strategy and digital transformation to IT security. We’ve developed solutions, taken risks, and invested in growth. Our approach: bold actions, innovative thinking, and future readiness. Explore our key projects and experiences.

Sustainability made easy: The SME Sustainability Roadmap (WIBS)

In collaboration with the Biel-Seeland Chamber of Commerce(WIBS) and with the support of the Canton of Bern, we have developed the SME Sustainability Roadmap. This follow-up program to the Digital Roadmap helps companies to implement sustainability simply and efficiently. With thedigital success paths from Erfolgsucher.com, SMEs can independently increase their sustainability (ESG) in the areas of circular economy, resource conservation, cost reduction, accident prevention and safety. All modules automatically generate reports that provide companies with clear results and next steps. In addition, there are e-learning offers to deepen knowledge in a practical way. This program shows how SMEs can take sustainability into their own hands and benefit economically at the same time – in a practical, digital and targeted manner.

Business excellence at the vocational college in Chur

With around 2,800 students, the Gewerbliche Berufsschule Chur (GBC) is the largest vocational college in the canton of Graubünden and plays a central role in the training of future specialists.

In my Business Excellence Assessment, I was particularly impressed by how GBC successfully manages the collaboration between training companies, professional associations and the school. This interaction ensures practical training and long-term career prospects.

The GBC shows how important a strong partnership and clear structures are in order to optimally prepare young talents for the demands of the future.

Erfolgsucher.com – Where business excellence meets digital transformation

What happens when you spend years driving forward business excellence projects and shaping digital transformation? You combine these two worlds and create something new.

With Erfolgsucher.com, we have pooled all our experience and skills to provide companies with targeted support in their further development – structured, practical and with a clear focus on results. The result is a platform that helps organizations to identify their potential, derive concrete measures and achieve sustainable success.

Take a look: erfolgssucher.com

Shaping the future with Esprix Excellence Suisse

Esprix Excellence Suisse has been strengthening Switzerland’s competitiveness for over 25 years. In addition to the renowned ESPRIX Swiss Award for Excellence, the foundation actively supports organizational development and provides impetus for sustainable improvements.

In my role as a member of the Board of Trustees, I support the strategic development of the foundation and get involved in operational issues in a targeted manner. A clear view of long-term goals and the ability to structure complex interrelationships efficiently are crucial here.

In this way, Esprix Excellence Suisse helps to make organizations fit for the future – and I actively support this aspiration.

IT security and integration at an IT service provider

At Centris AG, the largest healthcare insurance ecosystem in Switzerland, I took on the role of IT security manager in interim management for six months.

The focus was on managing an experienced team of security experts, which I supported and promoted in a targeted manner. My previous position at Adcubum AG, a leading software provider for the insurance industry, facilitated collaboration and contributed to the successful implementation of security measures.

This mandate shows how important it is to strengthen teams with clear leadership and organizational vision in order to successfully implement challenging IT security projects.

SME digital roadmap with process optimization at Saphirwerk

At Saphirwerk, I supported the SME Digital Roadmap in collaboration with the Biel-Seeland Chamber of Commerce. This series of workshops led from the assessment of the current situation to the development of new business models and the concrete implementation of digital solutions.

A particular focus was on the optimization of SAP R/3 processes and the further development of the B2B online store in order to increase efficiency and customer orientation.

The SME Digital Roadmap shows how important it is to strategically plan and practically implement digital transformation in order to sustainably strengthen SMEs.

Business excellence in the healthcare sector

My first Business Excellence Assessment in a psychiatric clinic took me to the Schützenklinik Rheinfelden. What began as unfamiliar territory became one of the most rewarding experiences of my assessment work – characterized by an impressive culture and dedicated teams.

This assessment was the prelude to further assignments in the sector, including at the University Psychiatric Clinics Basel, the Psychiatric Services Aargau (PDAG), the Clienia Clinic Group and the Sanatorium Kilchberg.

Through these projects I have developed a deep understanding of the specific challenges and success factors of the healthcare sector.

SME Digital Roadmap: Procedure and implementation

The SME Digital Roadmap of the Biel-Seeland Chamber of Commerce (WIBS) offers small and medium-sized enterprises (SMEs) a structured framework for digital transformation. The program supports companies from determining their current position to brainstorming and concrete implementation.

I was able to play a key role in developing and implementing the program – from designing the workshops to supporting the participating companies. The participants ranged from universities of applied sciences to marketing agencies and the precision industry.

To this day, the SME Digital Roadmap remains a valuable tool for companies to approach digitalization in a structured and practical way.

Business excellence in the Swiss military

My first Business Excellence Assessment in the military led me to the Higher Cadre Training of the Armed Forces (HKA). This renowned institution trains managers and staff and combines military leadership with scientific research. I was impressed by the systematic approach, which is consistently based on the military leadership compass with an integrated PDCA cycle.

Further assessments followed in the Hinwil and Othmarsingen army logistics centers, which also played a decisive role in the well-being of society during the coronavirus pandemic. Here it became clear that when clear processes, discipline and strategic thinking are firmly anchored, excellence is not only aspired to, but lived – even under the greatest pressure.

Future check with a private education provider

Private schools are experiencing growth in Switzerland, but are under strong competitive pressure. At Lernstudio Zurich, I carried out a structured future check to analyze strategic challenges together with the management team.

In a workshop, we developed targeted answers to key questions about the future and identified specific measures. The prioritization of these measures according to performance and impact was particularly valuable in order to deploy resources in a targeted manner.

This structured approach shows how clearly defined priorities can effectively lead an organization into the future.

Business Excellence at Tamedia Newspaper Printing and Publishing Logistics

Tamedia Newspaper Printing and Publishing Logistics plays a key role in a market that is constantly shrinking. From high-precision printing to reliable delivery – every step is precisely planned and largely automated.

As coach to the assessment team, I accompanied the evaluation process and helped to clearly identify strengths and potential. The precision with which complex processes are controlled and continuously optimized was particularly impressive.

The insight: when planning, automation and clear processes go hand in hand, excellence remains possible even in a challenging market environment.

Cooperation as a success factor in the print and media industry

The print and media industry is facing major challenges. Specialization and cooperation are decisive factors in remaining competitive in the long term.

In a workshop at the network meeting of the Swiss Print and Media Association (viscom), I was able to contribute my expertise on strategic networks and SME cooperation. Together with the participants, we developed approaches for shaping cooperation in a targeted and sustainable way.

Experience has shown that successful collaborations do not happen by chance, but require clear structures and common goals.

Digital experiments with behavioral economics

As an interim manager at Fehradvice, I was able to gain a new perspective on economic issues. Instead of classic models, the focus here is on the question: “What really moves people?” The projects are based on behavioral economic principles and experimental approaches.

Targeted tests and evidence-based decisions result in solutions that actually work in practice. This approach complements traditional economic methods in a valuable way.

Experience shows: Those who are open to experimentation often find surprisingly effective answers to complex challenges.

Digitalization in social institutions

As part of a workshop at the Basel Association of Social Enterprises (SUbB), the focus was on the question: Where does digitalization bring real added value for social institutions – and where does it reach its limits? Under the motto “Social, digital, asocial?“, we worked together on how digital tools, artificial intelligence and robotics can be used in a targeted manner to make everyday life easier for people with disabilities. The potential of these technologies to enable people to lead a more self-determined and “normal” life was particularly impressive.

Experience shows: Digitalization will play a key role in creating genuine social participation in the future.

Business excellence in the petrochemical industry

An assessment in the petrochemical industry in the Persian Gulf introduced me to a new sector and a fascinating working environment. As the leader of an international assessment team with experts from Iran, Spain, Ukraine, Poland and Switzerland, it was impressive to see how universally effective business excellence principles are. Despite cultural differences, we quickly found a common language and worked together purposefully. The success of our commitment was ultimately reflected in the company winning a national award.

Particularly impressive was the strong presence of women in management positions and the clear will for continuous improvement – values that stand for excellence across industry boundaries.

Business Excellence at BMW China (Production)

China is setting the pace – especially in the field of electromobility. My third Business Excellence Assessment at BMW took me to the megacity of Shenyang, where innovation and efficiency come together in an impressive way.

The state-of-the-art production facilities and the employees’ ambition for personal development reflect China’s clear focus on technological excellence. The neighboring area, which offers space for leading Industry 4.0 companies, was particularly impressive.

This experience shows how long-term thinking and systematic technology strategies create the basis for sustainable success.

Craftsmanship with a digital double bottom?

On behalf of the Board of Directors, we investigated how a traditional brush factory can remain successful in the digital age. A mixed team consisting of the Board of Directors, management, external experts and an intern looked at the company from different perspectives.

Using our “Digital Nightmare” approach, we developed strategies to ward off digital risks and make targeted use of opportunities. Technological solutions such as material recognition via smartphone app, room measurement with augmented reality and the use of drones for façade work revealed impressive possibilities.

The result: digitalization – when used correctly – can not only secure traditional trade businesses, but also make them fit for the future.

Business Excellence at BMW Munich (Plant Construction)

My second Business Excellence Assessment at BMW took me to Munich, where I was able to accompany the vehicle factory. Among other things, I gained deep insights into the complex processes of purchasing, production and logistics as well as the strategic orientation of IT security.

The precision and efficiency with which processes are planned and implemented here were impressive. It was particularly exciting to observe the coordination between global platform strategies and local production requirements.

This experience shows how crucial a well thought-out interplay of security, efficiency and flexibility is for the long-term success of a production site.

Internet of Things (IoT) at a logistics service provider

Digitalization is fundamentally changing the logistics industry. As a project manager at a renowned logistics company, I investigated whether the use of IoT technology could make business processes more efficient and cost-effective.

Working closely with experts, we analyzed all relevant processes and prepared a comprehensive profitability analysis. Despite the technological potential, it became clear that the existing manual processes were not only more flexible, but also more economical.

This realization makes it clear that technological solutions are not automatically the best choice – sometimes the tried and tested method remains the wiser decision.

Digitization strategy for an energy company

The energy sector is under pressure: traditional business areas such as hydropower are increasingly reaching their limits, while new business areas and digital transformation are gaining in importance. As a project manager, I supported a subsidiary of a well-known energy group in developing a digitalization strategy. Together with the relevant stakeholders, we identified needs and challenges, clarified responsibilities and defined the use of innovative technologies.

The result was a clear roadmap with a timeline, budget and project profiles, which was successfully implemented and brought about sustainable improvements in the company.

Driving digitalization forward: My work on the digitalization advisory board of the accident insurance Suva

As a member of Suva’s Digitalization Advisory Board, I was able to help drive forward digitalization in various areas of the organization on behalf of the Board of Directors. One particular challenge was to incorporate the customer’s perspective to a greater extent: For them, the phases before, during and after an accident belong together – seamless support is expected.

In a large organization with strong and independent divisions, however, this view is not self-evident. One of my tasks was to address this challenge openly and develop solutions that took into account both the needs of the customers and the structures of Suva.

This job has shown me how important it is to think beyond departmental boundaries and use digitalization as a bridge to create a unified and customer-centric experience.

IoT strategy for a Swiss security company

In a mandate with a renowned Swiss security company, I investigated the economic potential of using IoT technologies in buildings. What began as an analysis of business processes, application scenarios and profitability calculations quickly developed into a fundamental strategic discussion. The central question was: should the company offer specific products and services in the future or provide comprehensive security solutions?

This decision would have far-reaching consequences for the entire organization, its employees and the choice of global technology partners. The project clearly showed how the use of new technologies such as IoT not only optimizes processes, but can also permanently change entire business models and industries.

Business Excellence at BMW Zurich-Dielsdorf (Retail)

My first Business Excellence Assessment at BMW took me to the branch in Dielsdorf, now known as Hedin Automotive. There it was impressively demonstrated how clear competitive advantages can arise from apparent disadvantages.

Despite initial reservations about the location, BMW made clever use of the cost advantages, created space for a broader range of products and optimized the customer experience – right through to vehicle delivery directly on site. With innovative approaches and service standards reminiscent of five-star hotels, the branch set new standards.

This experience shows how important it is to see challenges as opportunities and to consistently transform them into innovative solutions.

Measuring the world

In an exciting project, I was able to support an organization that has positioned itself for the future with a clear growth strategy. Together, we have developed a product-market strategy that sharpens core competenciesand secures competitive advantages in the long term. The focus was on the efficient use of resources, avoiding waste and systematically safeguarding growth. The resulting initiatives were given clear responsibilities and verifiable results.

The technological basis of the organization was particularly impressive: state-of-the-art magnetic resonance imaging systems. These provide high-precision data for medical diagnostics, research, industrial development and government projects. Their precision and versatility show how technological innovations are setting new standards.

One surprising example is the wine test. Systems analyze origin, vintage and grape variety, create transparency and protect against counterfeiting. These applications show how technology can open up completely new markets and business models.

Re-organization at Zühlke Engineering AG

At Zühlke Engineering AG, a leading Swiss innovation service provider, I supported the management as a neutral person in a comprehensive reorganization. The previous model of autonomous business units reached its limits due to growth.

A particular focus was placed on integrating middle management, which had previously been able to act very freely as entrepreneurs. A sure instinct and continuous improvements were required here in order to successfully implement changes and create acceptance.

I was so impressed by the project that I subsequently joined Zühlke as Head of Digital Transformation and set up and managed the digital transformation department.

Experience in the private equity industry

For seven years I was able to work in the exciting world of private equity. I was involved in numerous valuations and analyses (due diligence) and actively helped shapetwo investmentsSächsische Bronzewarenfabrik (SBF AG) and Adcubum AG – in management positions.

My tasks ranged from presentations at institutions such as Cerberus, Goldman Sachs and UBS to investor relations. I developed financial scenarios, attended general meetings of our listed company and set the course for the future. A personal highlight was attending Berkshire Hathaway’s Annual General Meeting, where I was able to learn about Warren Buffett’s “value” approach together with an investment club.

I was particularly influenced by the genuine private equity approach: we invested with our own capital – including myself personally – and were closely involved in the operations of our investments. This time has challenged me and allowed me to grow, even if responsibility sometimes meant sleepless nights. My special thanks go to my mentor Karl-Friedrich Kalmund, who always trusted me with challenging tasks and thus shaped me.

 

Holistic management in SMEs: My experience at SBF

As a member of the management board of Sächsische Bronzewarenfabrik (SBF), I was deeply involved in the complex challenges of a medium-sized company. SBF, a leading manufacturer of lighting systems and luggage racks for trains with customers such as Siemens, Stadler and Bombardier, offered me the opportunity to take on responsibility in various areas – from HR to IT and finance.

I supervised the construction of a modern factory and ensured that employees and temporary workers were integrated into efficient processes. At the same time, I managed the upgrade of the Sage ERP system, which was essential for managing production and administrative processes. At the same time, I took care of ISO certifications, compliance with quality standards and submitted funding applications to drive innovation in the company.

These experiences have shown me what real SME management means: many issues run in parallel, require precise coordination and clear prioritization in order to ensure sustainable growth and success. I also learned how crucial it is to understand and adapt to cultural differences in order to successfully build bridges between people and teams.

Establishment and further development at Adcubum AG

Adcubum, a leading provider of health insurance software in Switzerland, has developed from a diploma thesis into a system-relevant company. As a member of the Executive Board for Marketing and Sales, I was able to contribute to the further development and strengthening of Adcubum. My focus was on shaping the transition from a technical sales approach to a self-confident direct sales approach.

With a great team, we were able to sell licenses to leading Swiss insurers such as Helsana, Sympany, Sanitas, Concordia and Suva. Particularly impressive was the ability of my presales team to quickly create pilots and mockups to make customer solutions tangible. In addition to sales, we looked at expanding into other markets and took the first steps to establish Adcubum in the property insurance business. In doing so, we incorporated valuable know-how from Germany, even though this process would still take many years.

A personal highlightwas my work with Concordia, where I reviewed over 2,000 requirements on site as part of the team. This close collaboration led to Concordia migrating their entire legacy system to Adcubum – an impressive achievement.

After handing over the position to an experienced sales professional, I dedicated myself to the organizational development of Adcubum. I was able to use my strengths to put the right people in place and work together to create long-term structures and prospects for success for the company.

Strategic networks – Why SMEs should cooperate

Many SMEs are struggling to meet the growing demands of the market on their own. Collaborations offer an opportunity here: they allow companies to pool their strengths while remaining independent.

In my work, I had the opportunity to analyze numerous SME cooperations and to take responsibility for such partnerships myself. Successful examples can be found in many sectors: Craft businesses share machines and save costs, hotel businesses market themselves jointly and increase their occupancy rates, and winegrowers work together to open up export markets. Such partnerships create synergies that exceed the potential of a single company.

But the devil is in the detail. Strategy, structure and culture form the foundation, but it is the interplay of these factors that determines success. If the balance is right, SMEs can achieve remarkable success through collaboration.

Click here for my book: Strategic SME networks

 

International IT architecture and cultural diversity in the insurance industry

In a major international project, I was involved in the development of a target IT architecture for a global insurer. I analyzed the architectures of leading national companies in 13 countries and recorded over 5000 applications. This data was documented in a central database, which served as the basis for many years.

A central focus was on aligning the target architecture with a target operating model (TOM) to ensure that all lines of business – from life to property to health – were integrated. It became clear how strongly cultural differences shape IT: Each country brought its own philosophies and ways of working that should not be underestimated.

This experience strengthened my expertise in the insurance industry and showed how important it is to combine technology and cultural diversity on an international level.

IT consolidation and modernization in the financial sector

As part of a comprehensive program, I was able to play an active role in the consolidation and modernization of IT at a leading financial services provider. The aim was to exploit efficiency potential and future-proof the IT landscape.

The programme included the consolidation of data centers, the optimization of licenses, the modernization of application development and the consolidation of servers. Purchasing was also restructured in order to achieve significant savings. As program manager and “savings minister“, I was responsible for overall management and achieving the savings targets.

The project was particularly successful because savings were made in areas such as materials and external service providers without placing an excessive burden on employees. Over time, it became almost a sporting goal to find additional savings potential that didn’t really hurt anyone and still brought tangible added value.

This experience shows that such projects succeed when they are implemented with a clear focus, creative approaches and consideration for all those involved.

Holistic customer relationship management (CRM) in the insurance industry

In a comprehensive project, I was able to design the customer relationship management(CRM) of an insurance company from the ground up. CRM stands for Customer Relationship Management and encompasses the systematic design and maintenance of customer relationships – from strategy development to concrete implementation.

My task began with the development of a business case, the definition of a strategy and the selection of a suitable CRM provider. Together with a partner, the solution was adapted to the company’s specific requirements and successfully integrated. A particular highlight was the implementation of a campaign for the Riester pension. From the selection of suitable target groups and the creative design of a “milk carton campaign” to the actual training of the call center, I was involved in every step. This was not just about advertising, but about a targeted and measurable customer approachthat also made it possible to conclude contracts.

This project showed me that customer relationship management only works if all elements are carefully coordinated – from strategy to operational implementation. Another important point was dealing with brokers, whose customer data is often their most important asset. A sure instinct is required here to introduce CRM solutions in such a way that they have a supportive effect and strengthen the agents in their work instead of competing with them.

SAP implementation and logistics optimization at a DIY retailer

In a one-year project, I implemented SAP R/3, including the MM, SD and FI modules, for a DIY store supplier. This logistics company ensures that DIY stores are supplied on time and in the right quantities. In addition to the implementation, I trained employees in the branches to ensure smooth use of the new systems.

One highlight was the optimization of logistics processes. With the help of statistical models, SAP was expanded so that optimal order quantities and times could be determined. This enabled economical warehousing and reliable deliveries to the DIY stores. To support this, I programmed ABAP/4 reports that made these processes more transparent.

This experience showed me how powerful SAP is when it comes to mapping complex logistics processes – as long as the standard is used sensibly without overloading it.