Three cultures, one common thread.

I studied engineering in Germany, then spent my whole career in Switzerland, in both the German- and French-speaking regions, working for global leaders in their fields.

Engineer, then director of engineering teams — sales, solutions, projects, services — then senior executive: at Novartis and CIMO on the Swiss side, at IBM and HP on the American side. I served as Chief Information Officer. I led pre-sales teams on major innovation and transformation deals worth CHF 2.5 to 25 million: deals you only win as a team, across functions, often remotely from the 2000s onwards, in several languages and several cultures.

What great leaders taught me

Companies that dominate their market also have leaders who are experts in leadership. Lead by example. Say what you do, do what you say. Ask for help, and give it. Choose the 'I have good reasons to do it' team over the 'I have excuses for not doing it' team.

A leadership that trusts people and gives them responsibility, along with the authority that goes with it. Participative, strategic, creative, able to transform itself — and as non-directive as possible. Leaders who keep learning and being coached right up to the end of their careers. I was trained, developed and coached from the age of 30.

Why I became a coach

I love unprecedented challenges, the kind you solve in unprecedented ways, often by breaking with the past. 'If there's no solution, let's invent one!' So it felt natural to train and get certified to design and run seminars, workshops and training that anchor a management transformation: a leadership that engages people, builds momentum and helps them thrive.

I'm still a regular participant in coaching seminars myself: I belong to a school and a club of coaches and leaders, and I continue to be coached. I apply to myself what I offer others.