Martigny, Valais, Switzerland
Driven by boundless curiosity, an entrepreneurial mindset and a strong bias for action, I have built a leadership arc across public, private, industrial and service sectors — enriching my perspective far beyond what I could have envisioned early on. As my career progressed, I operated at the nexus of major transformations ↳ public healthcare reforms ↳ industrial spin-offs ↳ pharma large-scale industrialisation ↳ digital business transformation ↳ multi-technical energy services No transition was ever scripted. Each venture was a leap into unfamiliar terrain — demanding lucidity, humility and full immersion to decode new industries from the inside, understand their operating logic and earn stakeholders’ trust. I never pursued roles for titles. I pursued steep learning curves, tangible impact and the opportunity to grow alongside people and organisations in motion. In the organisations I have served, I contributed at executive board and leadership committee level — setting direction, framing choices, aligning priorities, mobilising teams and translating strategic intent into disciplined execution, resilient operating models and sustained performance. Beyond my professional pursuits, I increasingly channel the experience accumulated over the years into meaningful cycles of guidance, perspective and transmission.
Supporting owners, leaders and entrepreneurs when they need an experienced perspective to navigate pivotal moments — transition management, restructuring, organisational alignment, digital transformation, growth or business succession. Focus areas ↳ strategic clarity and executive sparring ↳ organisational structuring and leadership transition ↳ operational and digital transformation ↳ SME growth and business succession ↳ leadership perspective and decision support
SPIE Group, which is over 100 years young, was originally founded to electrify the Paris Metro — a long-standing heritage still carried with pride in its name. For more than a century, SPIE has grown from its roots in electrical infrastructure into the independent European leader in multi-technical services, with a value creation model firmly anchored in long-term structural growth drivers — electrification, energy transition and digital transformation. In Switzerland, aligned with the Group’s strategic direction, SPIE delivers an integrated portfolio of tailored services spanning information and communication technology, multi-technical energy-efficiency solutions and technical facility management. As members of the Executive Board, we contributed to steering the company’s roadmap — uniting three complementary divisions under one roof. By combining strategic clarity, unified governance, operational discipline and regional proximity, we cemented our position as a nationwide player.
I served as Managing Director close to the people at the center of the action — building high-performing teams, creating room for growth and enabling people to take ownership and deliver with responsibility. During a period of unprecedented disruption, I played a central role in guiding the organisation with clarity and resilience, while safeguarding strategic focus and preserving a diversified and balanced business model. Under my stewardship, I was instrumental in creating the conditions to first restore confidence, stabilise business operations, then to deliver robust performance. Alongside these efforts, I fostered a culture grounded in trust-based collaboration and accountability. This became a true vantage point — enabling us to attract and retain key talent, sustain unwavering customer loyalty paired with repeated market expansion despite heightened competition.
Once the post-merger integration phase was done and dusted (acquisition of Veltigroup by Swisscom), I was integrated into the newly created Digital Enterprise Solutions division — a hybrid universe combining corporate structure and entrepreneurial heritage with top-notch innovation capabilities and direct customer proximity. By design, this ecosystem was built to translate digital ambitions into tangible value across the multifaceted sphere of transformation initiatives. In this role, I contributed to bridging the agility of an acquired entrepreneurial business with the scale of a major national Telco.
I was promoted to serve as a catalyst, partnering closely with customers to shape their digital trajectories and turn change into competitive advantage. Looking back, my years within Veltigroup’s companies stand out as a defining chapter of my career — a decade of inflection points driven by a rich blend of entrepreneurial intensity, the sheer speed of change and a genuine human odyssey. Those ten years unfolded at full speed, amidst accelerating technology cycles and major shifts in market dynamics that reshaped operating patterns, delivery models and ultimately value creation.
As Veltigroup expanded, I seized the opportunity to become a shareholder in Insentia — a deliberate step towards greater impact. This move enabled me to contribute more directly to scaling the software business, strengthening our functional capabilities and deepening trusted relationships with business leaders. Although Cloud adoption was not yet ubiquitous, the decision framework changed. The conversation pivoted from whether companies should move to the Cloud to how, where and under what governance criteria data and services would be hosted.
After six transformative and rewarding years immersed in the restructuring dynamics of the chemical and pharmaceutical industries, I was eager to chart a new course in my professional life by joining LANexpert — a rising star tech company operating in a fast-paced market within a fragmented sector. We operated at the center of a vibrant ecosystem characterised by successive technological waves, rising client expectations for reliability, proximity and certified expertise, influenced by top-tier vendor partnerships and trust-based relationships. This period coincided with a broader shift in technological and economic models. The industry initiated the transition from on-premise infrastructure to as-a-service models, primarily to trade heavy upfront capital expenditure for more predictable, subscription-based operating expenses.
Building upon my prior experience in industrial transformation, I was recruited into the core team mandated to drive change across diverse geographies. We were focused on industrialising a portfolio of services wherever feasible and economically advantageous. I was appointed to harmonise global operations in a highly regulated environment — aligning synergies across regional cultures and maximising economies of scale. We codified standard operating playbooks to create repeatable delivery models globally, enabling efficiency at scale. In this capacity, I orchestrated multicultural teams within a complex matrixed organisation to lead large-scale projects, spanning multiple businesses, markets and countries. This role positioned me at the intersection of compliance, operational excellence and digital maturity during one of the most pivotal periods in the pharmaceutical industry.