Leader with strengths in operations, IT and finance.
I bring facts and people together so that solutions hold.
Who I am
I understand new things by pitching in.
A farmer’s son from the Emmental, born in 1978, married, three children. My father used to say: lazy is not thinking. So I think first and automate. I have been working on our house since 2013, and today AI runs the more than 300 devices in it. We can go away for 14 days without anyone having to water the garden or feed the cats. That leaves time for the things that matter.
What comes to the table early costs less later. I learned that at the family table and have seen it again and again as a leader. That is why I disagree, and why I value it when people disagree with me. The better idea should win, even if I sometimes only change my mind after sleeping on it. So I most enjoy working with people who think differently from me.
Think entrepreneurially
Responding to change over following a plan
Much only succeeds once someone builds bridges between business, finance and IT. I have carried responsibility on all three sides. I start with the people who move goods, post invoices or develop software, and look over their shoulders until I understand how their work flows. A solution only holds if it rests on facts and takes people along.
In day-to-day operations, success comes from many small improvements. I standardise, digitalise and automate processes and use resources sparingly. Building something new rests largely on assumptions. There, every plan is a bet, and I want to learn as fast as possible which assumptions hold. Persistence in what exists, willingness to learn in what is new.
Enable people
Individuals and interactions over processes and tools
That is what the Agile Manifesto says, and that is how I lead. For me, a team is like a beehive. Everyone flies out independently and brings back to the team what they find. In short, regular meetings the team tells itself directly where it stands and where it needs help. On a task board it makes its work visible to one another. The board helps, but the solutions come from talking. It impresses me every time what people achieve when I trust them.
Whoever swarms out and tries something new makes mistakes. Whoever makes none is not daring enough. In my teams we name mistakes openly, understand the causes and find solutions together. To that end I give honest and immediate feedback, and I expect exactly the same from my team and from my superiors. That is how we learn from one another and act as each other's sparring partners.
Career
Education
Executive MBA, major in Innovative Business Creation
BSc in Agricultural Economics, Ingenieur-Agronom FH
Federal Diploma in Agriculture and vocational baccalaureate
Trains of Thought
Food for Thought
Books that changed how I think.
Contact
