Zürich Metropolitan Area
The construction industry does not have a software problem. It has a leadership and data problem. Most companies are still adding tools. I build the link between technology, market, and real business impact. For 20+ years I've been scaling digital business in AEC — not by selling software, but by building markets. I connect technical reality with how customers actually buy, adopt, and grow, and I turn complex technology into a go-to-market that works on the ground. I make technology strategies simple, so they directly support: → business performance (CFO) → platform decisions (CIO) → execution at project level Because if technology does not create business impact, it is just cost. The shift is clear: → from BIM adoption → to data-driven construction platforms That shift is not technical. It is strategic. I've spent my career as a connector — between technology and business, between the people on site and the people in the boardroom. That is the work I care about: making digital construction real, and making it pay off. If you are building that future, let's talk.
As part of the CAS Management Skills programme, I lecture at FHNW on "the digital construction site". I show professionals and managers from the construction industry how digital methods and technologies are changing the way work happens on site – and how to turn that into tangible value for projects, teams and companies. I bring together my sales and industry experience with the participants' own practice: moving beyond technology for its own sake to the real question – how digitalisation actually lands in day-to-day construction and creates value.
I led sales, marketing and P&L for a leading technology and software vendor serving the Swiss construction and manufacturing industry. My focus was building the AECO business (architecture, engineering, construction and operation firms): I positioned a sophisticated software and BIM portfolio in the market, opened up new customer segments and scaled the business consistently – in an industry that is adopting digital ways of working only step by step. What I built and led: – I continuously adapted and reorganised the sales organisation around shifting market needs: three sales teams (two field, one inside sales) and a marketing team, around 20 people in total. – I introduced Salesforce for sales steering and forecasting and brought the organisation closer to the customer; alongside this, I launched a broad marketing offering to support sales. – I built a standalone training and consulting portfolio (BIM Academy, BIM Ready, Project Ready), turning technology into clear, sellable services. – I was an early mover in bringing Autodesk cloud technologies (then BIM 360, now part of Autodesk Forma) to the Swiss market – recognised with the Autodesk Cloud Innovation Award 2018. – I introduced and positioned new technologies group-wide, including SOFiSTiK, dRofus, lInear, and Aconex – not only in Switzerland. – As a member of the AEC Management Team, I helped shape the group's strategic development in construction – beyond Switzerland. – I used strategic alliances and industry work as a market lever: as co-founder of "Bauen digital Schweiz" and through partnerships with buildingSMART, SIA and CRB. The result: over 15 years I grew the unit's earnings tenfold – with sustainable, profitable growth that made Switzerland a growth engine in the BIM segment.
I owned marketing and go-to-market for a technology leader across several European markets, working closely with sales and key accounts. – I developed and delivered international marketing and market-entry strategies, tightly aligned with the local sales teams. – I opened up new market segments and established award-winning multi-channel campaigns. – I drove the shift towards digitally led sales and marketing approaches. This is where I learned how technology sales works across borders and channels – the foundation for my later sales leadership in the DACH market.
I was responsible for marketing and sales support in the German-speaking region of a global market leader. – I planned and ran regional and international campaigns, including budget responsibility. – I built strong channel partnerships and, with them, sales results and brand presence. – I regularly exceeded agreed KPI targets and used events, PR and training deliberately as sales levers.
I introduced and positioned an international product portfolio for film, tv and games across more than 20 countries. Through market-specific campaigns and channel partnerships I achieved substantial growth – and gained early experience in scalable, multi-country market building.