Project and risk management:
2018 Project manager for an international bank during the renewal of risk management processes, evaluation of new software, review of control framework, roll-out and implementation.
2017 Representative and implementation partner for a well-known Swiss risk management standard software.
2014 Support for a large Swiss bank in its annual risk assessment with an independent expert view.
2009 – 2012 Renewal of global risk controls, processes and assessments in accordance with FINMA requirements for a large Swiss bank. Operational risk manager and executive director.
2006 – 2009 Worldwide introduction of simpler credit approval processes and a newly developed application with improved customer satisfaction.
2004 – 2006 Qualitative improvement of the monitoring processes of the 40 largest credit positions worldwide with complex products such as derivatives, structured products, etc. Leadership of the team.
2003 – 2004 Head of an important sub-project (credit/deposit monitoring, haircuts, Lombard credit processes) in the establishment of a bank for US clients in Zurich.
1992 – 1997 Establishment and management of the first operations centre for a large bank as a pilot operation with 120 employees. Cost reduction of 30% with simultaneous optimisation of quality.
1977 – 1987 Leading 1-2 leadership seminars per year in the Management Training Center of a major bank, alongside my main role as a leader.
2006 – 2008 Formation and management of an innovation team at a large bank (eight to 12 high potentials) with the aim of generating ideas for the future – 27 new ideas on the first day alone.
2000 Leadership of a project team to ensure the retention and staggered placement of 370 highly qualified IT staff affected by rationalisation.
1992 – 1997 Motivation of 120 employees in 27 branches to move to the new operations centre of a large bank, ensuring more efficient production.
1977 – 1987 Management of one to two leadership seminars per year at the management training centre of a large bank, in addition to my main tasks as a manager.
Logistics and operations:
1998 – 2000 Merger of the functions of telephone exchange, customer reception and limousine service of a major bank as a result of a merger. Introduction of new, effective processes.
2012 Foundation of WAYPOINT GmbH, Bottighofen, a management consultancy for sustainable company development.
1990 – 2000 Chairman and managing director of Zurbuchen AG, in addition to full-time activity at a large bank. Leadership after my father’s death.