Swisspreneur podcast

About Christian Reiter

Christian Reiter is a co-founder and board member at Kingfluencers, the leading Swiss social influence agency. After getting his bachelor's degree in Computer Science from ETH, he created a number of ventures, most notably Hitz Dev/Bitspin and Panamove, before building Kingfluencers.

Hitz Dev was founded during Christian's university studies, as a result of a project done in collaboration with SBB. As it transitioned from an agency business to a product-centered business (more specifically, an android app), Hitz Dev became Bitspin, and got acquired by Google in 2014.

Then in 2015 he created the personal trainer app Panamove, but ended up shutting it down in less than a year. Though the company was able to secure revenue after 2 months, there were a few aspects of the core business model which the team was never able to figure out, which hindered the sustainability of the whole endeavour. Christian does not identify with the Swiss fear of failure: he thinks if you need to fail, fail fast — so instead of persisting with Panamove for years and years, he let it go.

In 2016 he became interested in influencer marketing and decided to embark on a new venture: Kingfluencers. Their business model was simple: they had influencers, and they had customers. The difficulty lay in execution, since the field was completely new to Christian — and it was also relatively new to Switzerland, so Kingfluencers needed to become a market educator. Nowadays this market has grown to become relatively big.

In 2020 Christian stepped down from his CEO role and became a board member, which, according to him, was not very hard, since he never wished to be CEO in the first place. His core motivation was to build something which would stand on its own feet, grow and evolve — and this development cannot take place if people refuse to have their roles change.

Memorable Quotes:

"If it's not working, don't invest another 3 years into it. Move on to something new."

Resources Mentioned:

Techcrunch

About Jon Brezinski

Jon Brezinski is the co-founder and CEO at Invenda, a company disrupting the machine industry with connected smart technology. Invenda offers smart vending machines, digital signage and smart fridges, as well as business intelligence, customization and integration services. Their partners include Microsoft and Intel. Jon comes originally from the U.S., having studied Information Systems at the University of North Carolina.

His first job after college was at a startup. Experiencing a work environment where everybody had a fixed job but also evolving responsibilities showed Jon that this was the path for him.

In 2016 he founded Invenda, having originally been inspired by a trip to Philadelphia, where he had been working on a ticket machine project. Their MVP provided clients with a 20-80% sales increase, which is no wonder: Invenda machines have shopping carts, allowing customers to buy several products at a time, which means that for every product sold by traditional vending machines, Invenda sells 4. In the first 3 years, Invenda only invested 3% of its budget on sales and marketing, which means they ended up with a pretty solid and attractive product — but they are now ready to start shifting their budget priorities.

Even though the vending machine market is quite large (with over 15m of these machines all over the world), Jon is interested in a accessing markets whose products have not traditionally been sold by vending machines, like socks or luxury chocolate.

Jon thinks one of the biggest challenges startups face is knowing which opportunities are worth pursuing, since there's no shortage of them. But how do you maintain the right focus?

- Try to keep things fun. Choose things that your team would find interesting;

- Use market research from your core customers;

- Consult your partners.

Jon is also a big proponent of hiring for culture and not skills. People can learn almost anything, and having someone "rock the boat" is dangerous. Don't get blindsided by someone's beautiful CV. He also tells his employees that every conversation they have should be a job interview, since finding the right people is an ongoing process that everyone can participate in.

Invenda has had a couple of companies approach them about exit scenarios but thus far none seemed like the right fit. Jon also doesn't feel like Invenda is done with its journey yet.

Memorable Quotes:

"One of our main challenges as a startup is to figure out which opportunities are worth pursuing."

"As a founder I have a lot of weird problems I never expected to have and which none of my friends can relate to."

"I think I'm the only person I know who goes to board meetings and has fun."

Resources Mentioned:

ReMarkable 2

About Gina Domanig

Gina Domanig is a managing partner at Emerald Technology Ventures, a globally recognized investment and venture capital firm with a focus on cleantech. Before becoming an investor, Gina spent 10 years working at Sulzer as head of M&A, where she met her Swiss husband. Gina is originally from the U.S. but has since given up her U.S. citizenship and has been living in Switzerland for several decades.

In the early 2000s, Gina left Sulzer and joined the cleantech fund Emerald Technology Ventures, because she wanted a job which combined strategy/transactions with something she could believe in.

During their early days they made several mistakes:

- They invested in early stage, capital intensive ventures (which, during the dot com crash, seemed like "real" investments);

- They approved/rejected investment deals by voting yes/no, which turned out to be too reductionistic: too many deals were progressing which partners were not really that excited about. Nowadays they give deals a score of 1-5 and the deal must have an average score of 4 to pass.

Two decades in the cleantech space have taught Gina that industrial incumbents really have the power to block innovation — however, she feels we are now at a tipping point where there's finally enough regulatory and consumer pressure for industrial incumbents to start looking for alternatives. But naturally, they always look for a way to shift the blame to some other sector (for instance, plastic producers blame waste managers, and vice versa).

Memorable Quotes:

"Just because you believe something should happen doesn't mean it's going to. Even if all of your analysis points towards that conclusion."

"An investor needs to know that management teams tend to be unbelievably optimistic."

"Look forward with confidence and back without regrets."

Resources Mentioned:

Leadership is Language, by L. David Marquet

Humour, Seriously, by Jennifer Aaker and Naomi Bagdonas

About Lukas Reinhardt

Lukas Reinhardt is the head of UBS' Growth Advisory, the leading partner for fast-growing Swiss companies, such as On Running, VIU Eyewear and farmy.ch. He first joined UBS in 2006 as a Graduate Trainee and since then worked in different M&A and Corporate Finance positions for UBS in Zurich and New York.

In 2020 over $2bn were invested in Swiss startups and scaleups, so it's never been more relevant to discuss the intricacies of fundraising in Switzerland.

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Some main fundraising challenges are:

- Being ready: knowing what your most recent milestones were, having your documentation in order, gaining some pitching experience;

- Access to investors: this can be tricky, especially if you don't make a habit of proactively networking with them;

- The Valley of Death: seed stage money can be relatively easy to acquire, but growth stage money not so much (since the amount needed is bigger).

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How to approach potential investors:

- The best possible option is already knowing one — this requires constant networking on your part;

- The second best thing is to get a warm introduction;

- A pitching event can be a good platform, but one-on-one conversations are usually more fruitful, because you can tailor your pitch to a specific investor and build trust more quickly;

- If all else fails, there's always cold emailing/calling.

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After the initial contact:

- Send a one-pager/teaser document quickly summarizing the investment case;

- In case of a positive reaction, send them a pitch deck.

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Why you might want to work with a broker:

- It frees up resources: fundraising is not something you can just do on the side, but you also don't want to let it steal time away from operational tasks;

- Brokers have transaction expertise and know-how which you yourself might not possess;

- Brokers have easier access to investors;

- The good reputation of a broker can elevate your own reputation within the market.

But naturally, brokers charge fees, and demand a certain exclusivity.

Memorable Quotes:

"Fundraising is not just something you can do on the side, but at the same time, you can't dedicate all your time to it and neglect operational tasks. That's why you should outsource it to an advisor."

About Roger Müller

Roger Müller is a board member and managing partner at Enabling Qapital, a microfinance advisory company. His background is in traditional asset management. During the 2008 financial crisis, he was working at Julius Bär's Asset Management — at that time, a conversation with a colleague about the Lehman Brothers bankruptcy made it clear to him that he needed to pursue a more independent path, because he did not want to suffer the risk of losing everything from one day to another. He began to pursue entrepreneurial projects.

But it was only in 2014 that he became involved in the impact investment world by joining Blue Orchard. Years later, in 2020, he built his own impact investment fund: Enabling Qapital.

What is impact investing? It's a small loan you dispense to someone in an emerging market, helping them raise their living standard and become financially independent. The minimum amount is around $20, and the maximum is $30'000. Any higher than that is considered an SME loan.

Which precautions should you take? You cannot take anything for granted. Make sure the person knows what a loan is, how they will repay it, and what to do if business goes south. Before dispensing loans to people, Enabling Qapital execute a due diligence process with more than 100 checks.

Why is microfinance necessary? People who live in remote areas and only wish to borrow a small amount of money have trouble getting loans from traditional banks because the operational costs offset the profits for banks. Whether you give out a $50 loan or a $20'000, the due diligence process is the same.

Enabling Qapital is active in all emerging markets except for North Korea, South Sudan, Cuba and the Central African Republic. Once per year they produce a Social Impact Report, showcasing the achievements of the previous 12 months.

Memorable Quotes:

"My finances were stable, and I felt like I'd stopped growing as a person. It was time to start taking risks."

Resources Mentioned:

The Happiness Lab

Business Wars

Naval Ravikant

Yuval Noah Harari

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About Igor Susmelj

Igor Susmelj is the co-founder of Lightly, where he helps companies improve machine learning models by curating vision data. He has previously worked at SIX Group and Unicorn Labs, and holds a master's in Electrical Engineering from ETH.

Igor grew up on a riding stable, where he spent much of his time helping out his parents. He had to fight tooth and nail for his first computer, and struggled with his family's expectations for his future career. It was at ETH that he first came into contact with the field of machine learning.

After finishing his master's, he co-founded Lightly (originally called Mirage/What To Label), which aimed to make the machine learning process for autonomously driving cars more efficient and human.

Several things went wrong at first:

- He mismanaged his team: Igor did not take care to discuss either the expectations or the roles of everyone in the team early on, and then when they finally did, it was extremely hard to make everyone happy.

- He became obsessed with the success of the company and neglected his interpersonal relationships. A loved one died during this period of Igor's life, and he feels he did not spend enough time with this person in their final days. Nowadays he calls his family every second day.

- He understood success as completely dependent on other people's perception of him and his team. He changed his business model too hastily based on external feedback.

There was even a time when, having run out of money, Igor found himself having to flip cars in order to support himself and his project. But thankfully, there was no difficulty too great for Igor to overcome, and nowadays Lightly is back on track and has in fact just been accepted to a the world-famous Y Combinator.

Memorable Quotes:

"I used to define success as what other people thought of me."

About Malik El Bay

Malik El Bay is the co-founder of the household management app Flatastic and a partner at Dezentrum, a think-tank concocting positive scenarios of the future. His background is in interdisciplinary natural sciences and he has previously worked for Fit Analytics and Modum. He also co-founded Yeppt, an app which aimed to be a mix of Facebook events, Whatsapp and Doodle, and which participated in the Axel Springer Plug and Play Accelerator.

After graduating from ETH, Malik discovered lab work and the world of Big Pharma weren't what he was most suited for. This identity crisis led him to send out a great deal of job applications, namely to Fit Analytics, where he eventually had his first startup experience. Here he was able to run experiments dealing with data about people and products.

By then, he was sharing an apartment with a group of entrepreneurs who encouraged him to become one himself, so he did — but after a failed project, he felt he needed to go back to ETH to study some more. At this time Malik also participated in the ETH Entrepreneur Club.

Fresh out of university once again, he co-founded the social network Yeppt, and even managed to get in the Axel Springer Accelerator. Looking back, Malik can pinpoint a few mistakes:

- They received great feedback because they asked the wrong questions.

- Accelerators serve as social proof and as a stage, which they thought would easily permit them to achieve viral growth. For this reason, they didn't prioritize fundraising.

- They lost sight of what their ultimate company vision was.

After dedicating his time to Flatastic (2014/present) and Modum (2016/2020), Malik joined the think-tank Dezentrum, after having originally received a one-pager from them for feedback and remained in contact. Dezentrum calls themselves a "do-tank" because, more than write papers (which they don't enjoy doing all that much), they are able to build in-house prototypes based on their ideas. They're financed by private companies, academic institutions and foundations.

They mainly discuss Universal Basic Income, remote work and decentralized companies. Malik is of the opinion that UBI should be a top societal priority, since poverty sincerely hinders decision-making and prevents human flourishing. However, he also thinks that citizens need to take into account that a UBI will have to be payed for by everyone, though it may not necessarily be enjoyed by everyone. Regarding this topic, as with all other discussions of the future, Malik is of the belief that it's up to us to avoid dystopian scenarios.

Memorable Quotes:

"You get great feedback if you ask the wrong questions."

About Simon Youssef

Simon Youssef is the co-founder and CTO of neon, a transaction account for everyday finances. Before starting his own company, he was an associate at the management consulting company Strategy&. His educational background is in Physics, and he holds a PhD from the Microsoft Research Lab.

Simon and his co-founder Jörg Sandrock worked together at Strategy&, where they became well acquainted with the Swiss banking market. After a few unfulfilling projects, Simon went on a surfing sabbatical in Indonesia. During this time, Jörg proposed the neon business idea to him, and Simon decided to take the leap.

Whereas typical banking apps cater to the bank's sales interests, merely replicating the organizational structure of a traditional bank, neon offers a client-focused product free of charge, with the lowest fees in Switzerland. Neon manages this because, having a team of around 20 employees, they can live on much slimmer margins. Their revenue comes from card interchange, premium plans like neon Green, and finance fees (from when clients buy partner products on the app).

Revolut and Transferwise don't pose a very big threat, since they're more travel cards than anything else. neon, on the other hand, is a Swiss banking product, meaning they can offer you a Swiss IBAN, e-bills, and so on.

Having been the first of its kind in the small Swiss market, neon has already amassed 70 000 users, in part due to the large amount of press coverage they received. Their participation in Höhle der Löwen, while helpful cashflow-wise, did not bring them as much of a boost as they initially imagined.

Memorable Quotes:

"Leaving our corporate careers was a huge risk, so we did not want to fuck this up. Not wanting to fuck up is a big motivator."

Resources Mentioned:

How I Built This ‍

The Happiness Lab‍

About Mathias Wegmüller

Mathias is an accomplished entrepreneur, board member and investor, with multi-year expertise in digital transformation. Together with Simon Scheurer, Mathias co-founded Qumram in 2011 and led it in different roles - CEO, Head of Business Development and Sales - until the successful exit and trade-sale in November 2017 to Dynatrace. Throughout his entrepreneurial journey, Mathias learned by trial and error how to best maintain his health. Below are a few of his tips.

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Cultivating your social circle:

- It's a good idea to make friends with your co-workers, because you spend a good deal of your time at work.

- When having quality time with your family, don't go on and on and on about work.

- If necessary/possible, you can take your romantic partner on business trips.

- The number of close friendships you can have really varies from person to person.

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Managing your stress:

- If you have lots of muscle pain, can't sleep, and have a hard time focusing, these might be the side effects of chronic stress. A healthy person should be free of pain most of the time.

- Make sure you exercise regularly and that your job is not incompatible with your in-built stress tolerance capability (which varies genetically from person to person).

- Exercise-wise, if the workout you've picked leaves you in pain, and/or doesn't help you build muscle or flexibility, it's probably not the right workout for you.

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Balancing your diet:

- You might wanna consider investing money in a test that tells you how well you digest carbs. Not everyone is intolerant.

- Before you splurge on supplements, make sure you've already got the "carbs/proteins/fat" balance right.

- You might wanna look into the 16/8 intermittent fasting regime.

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Improving your sleep:

- If you can power nap to make up for lost sleep, do it. But investing in a good night's sleep is better. 6h of good sleep is the ideal number, in Mathias' opinion.

- Go to sleep at more or less the same time everyday or you'll mess up your circadian rhythm.

- Invest in a good mattress, a good pillow, and black-out curtains.

- Avoid screens in the last 1-2h before bedtime.

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Final takeaways:

- Don't sacrifice your health for work performance. A life full of professional failures can still be a rich life as long as you are healthy.

- You can try to stay on top of your health through metrics like your resting heart beat, but at the end of the day qualitative feedback is much better. When you run into someone you haven't seen in a long time, do they tell you you look tired/old/too skinny/too fat? We look at ourselves everyday, so incremental changes can slip below our notice.

Memorable Quotes:

"Successful founders just have an in-built high stress tolerance — otherwise they wouldn't be where they are."

Resources Mentioned:

Der Ernährungskompass, by Bas Kast

About Alexander, Lukas and Tom

Alexander Curiger is the managing owner of the spirits company Silverbogen, which he co-founded in 2010. Since 2010 he has also been a board member at the family business Curiger Immobilien.

Lukas Reinhardt is a corporate finance professional and head of the UBS Growth Advisory. He previously worked at UBS as a corporate finance specialist and M&A analyst.

Tom Schlup is a financial analyst and the head of the SEF Growth initiative. He previously worked at Scout24 as an M&A project manager.

The Silverbogen story began when Alex's younger brother, Raphael, came back from his study exchange in St Petersburg with 4 bottles of Beluga Vodka which both brothers really enjoyed. They started importing bottles of Beluga and selling them in Switzerland, but it eventually dawned on them that selling just one product would be difficult, so they began adding more brands to their portfolio. By moving their business online, they saw some growth, but also had to face the difficulty of getting brands to agree to this different route to market. Raphael has since left the company. To test a possible European-level scale up, Silverbogen has recently expanded to Germany.

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Silverbogen participated in the SEF Growth initiative. Tom Schlup indicates the following as the biggest challenges for SEF Growth companies:

1. Cash handling: young companies don't necessarily have a CFO, and are usually always short of cash.

2. Market orientation: young companies don't always understand the market well, even though they may have a very good product.

3. Team: Tom advises you build your team before you actually need it, since growth stages happen fast and require stable structures.

Why should companies participate in the SEF growth initiative?

- There are not many offers for growth companies out there, but mainly early stage or seed stage.

- SEF has a wide network of experienced entrepreneurs.

- SEF companies also benefit from a wide range of partner offerings, namely with their main partner UBS.

Why did UBS choose to be a part of SEF growth?

- They wished to strengthen their position in the SME and startup growth market, where they feel they can be impactful.

- It seemed to them that SEF was offering something truly innovative and beneficial to startups.

Memorable Quotes:

"In every company stage you need different people. At the beginning, it's generalists you want, but as you grow, so does the need for specialized skills."

About Mathias Wegmüller

Mathias is an accomplished entrepreneur, board member and investor, with multi-year expertise in digital transformation. Together with Simon Scheurer, Mathias co-founded Qumram in 2011 and led it in different roles - CEO, Head of Business Development and Sales - until the successful exit and trade-sale in November 2017 to Dynatrace.

He met his co-founder Simon at UNIC, one of the mother companies of the Swiss Startup Mafia. Mathias thinks what set UNIC apart was its founder team's commitment to hiring entrepreneurially-minded people who could handle a lot of responsibility. When he first heard about Simon Scheurer's idea to start recording the internet's history, Mathias decided to take the entrepreneurial plunge himself, and so qumram was founded.

During his time at Qumram he learned many valuable lessons, namely:

1. Bootstrap at your own peril: If you bootstrap, you'll be so dependent on your first customers and on your next deal that you will most likely pivot too much, and lose sight of your long term strategy.

2. It's your product: Always making the customer happy is not the way to build a big company. Always be very customer-centric, but don't let your customer own your product roadmap.

3. What not to do: If you've got generalists for founders, your first hires should be specialists, for the sake of focus and strategy — because strategy is less about what to do and more about what not to do.

4. The most important "win" comes from sales — then fundraising, and only then stuff like awards.

5. Having a bunch of money is useful if you want to scale up; otherwise it's not necessarily a recipe for success.

6. When managing the exit, if you go for the best possible price, you might not get the best possible fit, and then the earnout period can be a bit rough.

Memorable Quotes:

"When you move to a foreign country, no one knows you. It's a great time to start finding yourself."

"The 'always make your customer happy' mindset is not really ideal to build a broader company."

Über Tobias Gunzenhauser:

Tobias Gunzenhauser ist Mitgründer und CEO von Yamo, einem Startup, welches mit seinen gesunden Snacks für Kinder und Babies den Markt revolutioniert.

Bevor er selbst zum Gründer wurde, arbeitete er im Bereich Purchasing und Marketing Controlling bei Coop und später als Brand Manager bei Gruppo Campari. Parallel studierte er BWL, Marketing und Kommunikation an der Hochschule Luzern.

Durch seine Passion für’s gute Essen bemerkte er während eines veganen Experiments, dass Babynahrung sowohl geschmacklich als auch inhaltlich Verbesserungspotenzial bietet. Da er Spass daran hat etwas aufzubauen, entschied er gemeinsam mit einem der späteren Mitgründer mit einer neuen Produktart in den Baby- und Kindernahrungsmarkt einzutreten.

Für Tobias sind Arbeit und Freizeit keine getrennten Bereiche. Deshalb ist es für ihn enorm wichtig, dass er etwas macht, woran er Spass hat und er etwas verwirklichen kann. Die Zusammenarbeit in einem kleinen Unternehmen, mit tollen, divers aufgestellten Mitarbeitenden, welche etwas anpacken wollen geben ihm Energie und machen Freude.

Memorable Quotes:

"Ich sagte, wir müssen Kühlschränke in die Regale reinstellen. Das war wohl etwas frech oder naiv, aber ich dachte einfach 'Let's do it!'

About Remo Uherek

Remo Uherek is a founder, investor and content creator who has been active since the early 2000s. He co-founded the marketing agency Trigami, a pioneer in Swiss influencer marketing, which in 2011 merged with ebuzzing and in 2014 with Teads to create a global network. In 2012 he left this group and became the CEO at the sharing economy marketplace Exsila, one of Trigami's former customers. He has since co-founded the crypto ATM network Vardex Suisse and been active as an investor, blogger and content creator. He invests in stocks, since VC funds, wealth management and being a business angel bring on too much work besides the investments themselves.

Why should you invest?

You can't become wealthy nowadays just with a good salary and longterm savings. You need to make use of compounding interest. Remo explains this term through a gardening analogy: when you plant a tree and get some seeds, you can either eat the seeds or plant them to grow more trees; from the trees that grow you will get more seeds, and can plant even more trees. This is what compounding your assets means. Remo recommends having 25 times your costs in assets.

Why not just "eat the seeds"?

Here Remo introduces the term "hedonic treadmill": whenever you upgrade your lifestyle, it feels great for 6 months or maybe even a year, but then you get used to it and you want the next upgrade, and then the next, and then the next...

Remo himself does not value material things. Stoic philosophy has taught him to be happy with what he already has, by making him imagine losing it (eyesight, two legs, house...). By comparison, what he already has seems a world of wealth.

Before you start investing, make sure you:

1. Spend less than you earn

2. Pay back any debts

3. Build up a cash reserve

4. Leverage unique skills and personality into more income: maybe build a side business.

5. Also, obviously, learn the basics of investing. Only invest in things that you really understand.

How much should you invest?

That depends on your investment strategy and what you want to get out of it. In Remo's case: except for his cash reserve, he basically invests everything, because cash is a really bad store of value. Your cash reserve should be enough to last you  anywhere from 6 to 36 months.

How does Remo budget?

He periodically compiles a personal financial statement, meaning a profit and loss statement for his personal life. This statement should include things like your tax bill, yearly insurance costs, the depreciation and amortization costs for you car, etc... Based on this, you can make informed decisions when budgeting for the near future.

Which broker should you use?

Remo uses interactive brokers, because they are owner-operated. He recommends that you do your own research when it comes to brokers — namely, that you look up negative reviews. You should also set up intentional barriers: for instance, don't receive constant notifications of stock prices — this will send you into a frenzy and you will quickly burn out.

Memorable Quotes:

"I learned a lot about entrepreneurship from being an investor, and vice-versa."

"Only invest in things that you truly understand."

Über Melanie Gabriel:

Melanie Gabriel ist Mitgründerin des Schweizer Fintechs Yokoy, welches mit künstlicher Intelligenz den Spesen- und Lieferantenrechnungsprozess von Unternehmen automatisiert.

Bevor sie 2019 die Rolle als Mitgründerin und Chief Marketing Officer bei Yokoy einnahm, studierte sie BWL, VWL und Soziologie an der Universität Basel und absolvierte das Masterstudium in Business Management an der Universität St. Gallen. Während dem Studium gründete sie bereits eine Kleidertausch-App und war mit Leidenschaft in der Musik- und Kulturbranche tätig. Anschliessend arbeitete sie während vier Jahren als Marketing Managerin, später als Head of Marketing bei der B2B Software Firma dizmo.

Nebst ihrer Leidenschaft für Musik und Nachhaltigkeit setzt sich Melanie passioniert für Diversität in Teams ein und fördert dies unter anderem mit ihrem Engagement als Board Member bei We Shape Tech. 2021 wurde Melanie vom Female Innovation Forum als Innovator of the year ausgezeichnet.

Memorable Quotes:

"Auch wenn uns Österreich und Deutschland sehr nahe sind, gibt es doch Unterschiede, welche man durch digitale Kommunikation nicht immer direkt feststellt."

About Remo Uherek

Remo Uherek is a founder, investor and content creator who has been active since the early 2000s. He co-founded the marketing agency Trigami, a pioneer in Swiss influencer marketing, which in 2011 merged with ebuzzing and in 2014 with Teads to create a global network. In 2012 he left this group and became the CEO at the sharing economy marketplace Exsila, one of Trigami's former customers. He has since co-founded the crypto ATM network Vardex Suisse and been active as a blogger and content creator.

The biggest lesson he learnt during his time at Trigami was that any publicity is good publicity. Trigami's first campaigns, with brands hiring bloggers to review their products, quickly went viral and generated a lot of buzz, though a good deal of it was criticism: they were being accused of bribing bloggers. Remo stood out from the crowd by answering the criticism calmly and truthfully, and all of this publicity ended up working in their favor. From this he surmized that as a startup, the worst possible situation is people not talking about your company at all, and that in crisis situations, waiting things out is not a good idea.

Another big lesson came when in the middle of his entrepreneurial career Remo hit his breaking point. Depression had always been a recurring thing for him, but it was only in 2018 that he completely burned out and had to take time off. He was so miserable that he didn't even want to be an entrepreneur anymore, but admitting this conflicted with what was his fundamental identity. He experienced insomnia, heart palpitations, panic attacks, and a constant feeling of being trapped.

During his 9 months off, he did a lot of traveling and experimented with therapy, but found it didn't click with him, just as meditation never had either. What actually helped him was discovering stoic philosophy, and developing the determination to constantly compare what his life is to what he would like it to be. Nowadays he's doing much better.

Memorable Quotes:

"It felt wrong to study entrepreneurship instead of putting it into practice. A shopify store is a better learning experience than a masters."

"Building something in public is the best kind of marketing."

Resources Mentioned:

Steve Jobs' Commencement Speech

Remo's Reading Lists

Psycho-Cybernetics, by Maxwell Maltz

About Freddy Hunziker:

Freddy Hunziker ist der Gründer von New Roots, einer Firma, welche nachhaltige und vegane Alternativen zu Milchprodukten herstellt.

Bevor Freddy zum Unternehmer mit einer Mission wurde, absolvierte er eine Lehre als Polymechaniker und fuhr halbprofessionell Mountainbike-Rennen. Durch einen Unfall, welcher ihn ein halbes Jahr nur an Krücken gehen liess, setzte sich der Berner intensiv mit den Themen Regeneration und Ernährung auseinander. Zu diesem Zeitpunkt lebte er bereits vegetarisch und entschied daraufhin gemeinsam mit seiner Freundin und späteren Mitgründerin Alice Fauconnet aus tierethischen Bedenken auf eine vegane Ernährung umzustellen.

Mit der Umstellung waren die beiden mit der überschaubaren Anzahl von veganen Alternativen zu tierischen Milchprodukten konfrontiert. Besonders die fehlende Alternative zu Käse erschwerte den Schritt zur veganen Ernährung. Daraufhin begann Freddy für sich und seine Freunde veganen Käse in der WG Küche herzustellen. Nach einigem Herumtüfteln und ersten Erfolgen, wurde 2015 New Roots gegründet.

Heute arbeiten über 20 Mitarbeitende am Standort in Oberdiessbach an der gemeinsamen Mission nachhaltige und ethische Alternativen zu Milchprodukten herzustellen. Für Freddy hat der Teamzusammenhalt einen enorm hohen Stellenwert, da jede/r einzelne Teil der nachhaltigen Vision von New Roots ist. In seiner Freizeit schwingt sich Freddy nach wie vor oft auf das Mountainbike und verbringt gerne Zeit mit seiner Familie und seiner Freundin.

Memorable Quotes:

"Mit unseren Produkten wollen wir zeigen, das es nachhaltig, transparent, ethisch und vor allem auch lecker geht. Das Ziel ist, dass unsere Kunden auf nichts verzichten müssen!"

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About Julian Massler

Julian Massler is the co-founder and CEO at Aurum Fit, the data-driven high intensity strength training startup that promises results with just 6 min per week. Before starting his own company, Julian was a junior investment banker at GCA Altium, and he holds a bachelor's in Economics from the University of Konstanz.

Back in his gymnasium days, Julian belonged to Germany's national sailing squad, where he was told he needed to bulk up in order to really be competitive. This was when Julian was first introduced to the highly-effective High Intensity Interval Training (HIIT). HIIT teaches you that the most important thing is not the workouts themselves, but the resting periods in between, since our bodies were built to experience brief and intense bursts of exercise, followed by a lot of time laying around.

After university, Julian started working at GCA Altium as an investment banker, with the ultimate goal of reaching FIRE (Financial Independence Retire Early). One day, his cubicle buddy Philipp asked him for fitness advice, and was surprised to hear Julian trained only once a week. Julian introduced Philipp to HIIT and thus a business idea was born.

Julian and Philipp felt gyms were not an adequate answer to people's needs: all they basically do is rent out equipment — which 1. most people don't know how to properly use, 2. has to be set up again and again, and 3. is sometimes quite the safety hazard. The results you obtain are also a pain to properly quantify and keep track of.

Julian and Philipp wanted to build facilities where coaches would always be available and where strength training was done with something better than weights — and so they built automated and highly sophisticated machines which measure the strength you're putting in and offer the same resistance, and which allow you to keep track of your achievements and break them down analytically.

Unlike regular gyms or fitness apps, Aurum Fit targets people who don't particularly enjoy exercising, and don't really know much about it. Their main customer personas are busy professionals, well-off retirees, and people recovering from injuries.

Currently they're trying to scale the company through franchising, and would like to venture further out into elderly care.

Memorable Quotes

"I have a lot of empathy for people, and that makes me a really good marketer."

"Strength is the most underrated health marker out there."

Über Léa Miggiano

Léa Miggiano ist Mitgründerin des Auto-Abo Anbieters Carvolution, mit welchem Kunden ihr Auto in einem all inclusive Paket zu einem monatlichen Fixpreis abonnieren können.

Heute ist Léa eine der Top 100 Women in Business im Bereich Digital Startups und wurde als Forbes 30 under 30 ausgezeichnet. Bevor sie zur Gründerin wurde, hat Léa ihren Bachelor in Betriebswirtschaft an der an der Universität St. Gallen abgeschlossen. Anschliessend absolvierte sie einige Praktika wodurch sie Einblicke in die Startup Welt gewann, in welcher sie sich heute wohl und gut aufgehoben fühlt.

Die Idee für Carvolution kam Léa aus einem eigenen Bedürfnis. Auf dem Land aufgewachsen, machte sie ihren Führerschein so früh wie möglich. Da sie sich mit 18 noch kein Auto leisten konnte, lieh sie sich immer wieder Autos von Bekannten aus. Ihr Mentor machte sie auf existierende Carsharing Angebote aufmerksam, worauf sie gemeinsam einen ersten Business Case für Carvolution aufstellten und sich anschliessend auf Investorensuche gemacht haben.

Heute zählt Carvolution nebst den drei Mitgründern rund 50 Mitarbeitende, welche sich um die ganze Customer Journey kümmern. Zukünftig stehen der Ausbau des Auto-Angebots sowie die Weiterentwicklung der Customer Experience anhand der Carvolution App an.

Persönlich ist für Léa wichtig, dass sie jeden Tag Freude hat an dem was sie macht. Sie umgibt sich gerne mit inspirierenden, positiven Menschen, welche ebenfalls freudig durchs Leben gehen und mit welchen man anregende Gespräche führen kann. In ihrer Freizeit kriegt Léa den Kopf auf dem Rücken ihres Pferdes frei.

Memorable Quotes

"Ich bin froh, ging ich mit dieser Naivität und Offenheit an die ganze Sache heran. So konnte mich zu Beginn nichts verunsichern."

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About Cédric Waldburger

Cédric waldburger is a startup investor, essentialist and explorer. He invests in early-stage technology companies through his VC firm Tomahawk.vc, with a focus on fintech and decentralized finance companies. Prior to that, he built companies in the agency, consumer and blockchain sector. Most recently, he co-founded DFINITY, the Silicon Valley unicorn. He also has a Youtube channel where he regularly vlogs about his life experiments and shares his insights as an entrepreneur.

In 2011, during an exchange semester in Hong Kong, he co-founded an online tailor together with "Gabriel", whom he met playing rugby. Though they had complementary personalities and skillsets, there was one crucial thing missing: trust. This made open communication very difficult, which meant that despite all the friction and all the disagreements regarding what their product should look like, Cédric kept things to himself and let his resentment grow.

Eventually, Cédric lost all respect for his co-founder and decided to leave the company. He was owed money which Gabriel deceitfully refused to pay, and so Cédric, at the height of his frustration, used the company card to wire the money to his account. 24 hours later, he logged onto Facebook to find his wall full of accusatory messages from friends of Gabriel, and his inbox full of threats. Overwhelmed, Cédric returned the money, gave up on ever getting payed, and signed over all his shares. For a year he felt too ashamed to even speak of the ordeal.

The silver lining was, of course, what he learned: it's great if you and your co-founder are friends, but that should not be the sole criteria. Both people need to be very conscious of what the roles and expectations are. If you feel something is not right, bring it up immediately. And if you feel yourself becoming miserable, pushing through it might not be the best option: sometimes you just have to call it quits, and move on to better things.

Memorable Quotes

"You're gonna be a lot healthier if you focus on the portfolio companies that do well, instead of trying to save the ones which struggle."

"Smart people learn from their mistakes. Wise people learn from others."

"Failure is when I learn. Success is what allows me to learn more."

HelloFresh cupon code: HELLOSWISS

For more information: https://hlfr.sh/h0O5tq

Über Simon Ittig

Simon Ittig ist Mitgründer und CEO von T3 Pharma, einem Spin-Off der Uni Basel, welches eine Krebstherapie mit genetisch veränderten Bakterien entwickelt.

Bevor er eher zufällig zur Krebsforschung kam, studierte er Biochemie an der Universität Bern und Biotechnologie in Strasbourg und Wien. Von 2008-2012 absolvierte er sein PhD im Gebiet der Bakteriologie am Biozentrum der Universität Basel. In seiner Zeit als Postdoc wurde sein Doktorvater pensioniert, womit sich Simon Ittig seiner hinterlassenen Forschung widmete und erfolgreich mit dieser herumexperimentierte. 2015 gründete er mit seinen beiden Forschungskollegen Marlise Amstutz und Christoph Kasper das Spin-Off T3 Pharma, mit der Vision das Leben von Krebspatienten zu verbessern.

Simon Ittigs’ erstes unternehmerisches Vorbild war sein Grossvater, welcher verschiedene Unternehmen führte. Des Weiteren hat Simon bereits in seiner Jugend erste unternehmerische Erfahrungen gesammelt: Er hat gemeinsam mit Kollegen Events für bis zu 2000 Menschen organisiert.

Privat ist Simon Ittig ein Familienmensch, welcher viel Wert auf gemeinsame Zeit mit seinen drei Kindern legt und ihnen seine unternehmerischen und menschlichen Werte mitgeben möchte.

Memorable Quotes

"Das Wichtigste ist nicht aufzugeben und nicht zu schnell zufrieden zu sein. Auch bei Investoren, Consultants und Mitgründern."

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About Martin Voynikov

Martin Voynikov is the director of product at Gtmhub, an OKR software for missions that matter. He previously helped create a mobile AR game called Visualz Inc, which guided kids through museums in a fun, enriching way. More recently, he was the product manager at eezy.ai, the mobile personal assistant, and Babbel, the language learning app. He is also a guest lecturer at the University of St Gallen, teaching product management analytics and heuristics.

Before coming up with some OKRs, you should make sure you have a good idea of your vision ("what will we become in 10 years?") and mission ("what purpose do we serve?").

How to create a good OKR

Let's say your startup wants to be the best in terms of product: a good objective would be something like "becoming the category leader".

The key results would be:

1. Have an NPS of +50

2. Have 100 5 star reviews on the app stores

3. Have the product team launch a new feature each month

This last key result is debatable: some might say that's just output, not outcomes. But if you tie it to another OKR, like "0 bugs introduced", or "all new features having a customer effort score of 5", you're basically counter-balancing it.

How many OKRs do you need?

Answering this question requires making two important distinctions:

1. How many key results should you have in your objectives?

2. How many objectives should you have?

Data has shown that the most successful objectives are the ones who have up to 4 key results. Numbers have also shown that an individual should usually own no more than 2 objectives. Teams, depending on their size, can accomodate between 2 and 3.

What timeframes should be used for OKRs?

The vast majority of companies are using quarterly OKRs, that tie to an annual OKR, which in turn might tie to a 3 year plan. Circumstances for companies change pretty fast, so monthly OKRs are probably the optimal option — but the quarterly basis might also work for you.

If you feel like even a quarterly OKR is too time-critical for you, keep it nonetheless and transfer it to the next quarter if need be.

How often should you check OKRs?

In order for OKRs to really work for your company, you should create some ceremonies around them: your cadences of review should be regular. Gtmhub sees clients using mostly weekly reviews, but bi-weekly can work as well.

OKR meetings should be quick and should focus on the next steps and on your learnings. No need to let people see you update the OKR card. Each person should be allotted 2-3 minutes to speak.

Memorable Quotes

"A good OKR has an aspirational objective, measurable key results and outcomes. A bad OKR is a mediocre objective with non-actionable key results."

"OKRs have already become a competitive advantage in many industries."

Resources Mentioned

Oceans 11 twitter thread

Gtmhub's OKR marketplace

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Über David Gugelmann

David Gugelmann ist der Gründer und CEO von Exeon Analytics, einem cyber security ETH Spin-Off, welches mit seinem Algorithmus versteckte Hacker-Angriffe detektiert und Firmen so vor teuren Datenverlusten schützt.

Nach seinem Studium an der ETH forschte David Gugelmann in seinem PhD zum Thema Netzwerkforensik und Machine Learning. Dabei arbeitete er eng mit grossen Unternehmen zusammen und hat somit früh erkannt, mit welchen cyber security Problemen diese konfrontiert sind.

Seine innovative und anwendungsnahe Forschung weckte rasch das Interesse der Industrie. Aufgrund der starken Nachfrage potentieller Kunden entschied sich David Gugelmann im August 2016 seine Forschung in ein Produkt zu übertragen und eine Firma zu gründen. Ende 2016 stiess Adrian Gämperli als CTO dazu und heute arbeiten rund 25 Mitarbeitende, vorwiegend ETH Absolventen, für Exeon Analytics.

Seinen unternehmerischen Antrieb hat David Gugelmann einerseits von seiner “Tüftler-Familie”, andererseits stört ihn Ineffizienz: “Wenn man etwas zwei, dreimal manuell machen muss, kann man es sicher auch automatisiert erledigen”. Mit Exeon Analytics hat er eine automatisierte Lösung für ein Problem entwickelt, welches potentiell für jedes Unternehmen relevant ist und manuell nicht lösbar wäre.

Persönlich ist David Gugelmann wichtig einen positiven Impact zu haben. Dies einerseits für seine Kunden, aber auch für die Menschen in seinem nahen Umfeld, wie beispielsweise die Mitarbeitenden. Privat ist er gerne sportlich unterwegs und schwingt sich zum Abschalten auf sein Fahrrad.

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Memorable Quotes

Das Bedürfnis ist nicht mehr eine reine Präventionslösung, sondern eine Lösung die reagieren kann, falls es trotzdem einmal einen Angriff gegeben hat.

About Markus Witte

Markus Witte is the co-founder and former CEO at Babbel, the top-grossing language learning app which has been around since 2007. Nowadays he serves as its executive chairman. Markus is based in Berlin and has a background in academia, specifically the social sciences.

A passion for learning, not school

Although Markus has always been in love with learning, he often struggled to find motivation at school, since it seemed to him that most of his teachers mechanically repeated the same information over and over again. He fit in much better in academia, where people had more of a passion for their subjects.

What makes a good entrepreneur?

Markus says entrepreneurs are not made, they happen. There's no such thing as an entrepreneurial DNA, only entrepreneurial moments — and what we make of them.

He also thinks it's important to distinguish between "good" and "successful." You can be reckless and still get lucky. To be "good," you need the ability to convert everything around you into success, even your limitations.

It seems to Markus that the mindset of "just following your gut" is a luxury. He says you shouldn’t let it guide you if you don't have a cushion to fall back on. In fact, you should cultivate doubt.

Creating and pivoting Babbel

Markus and his co-founders created Babbel because they thought language learning was something everyone would need at some point in their lives, and also because they knew nothing about the subject and were keen on learning more.

Their first prototype was nice-looking, but nobody could learn a language with it. Out of arrogance, they assumed this was a tech problem, but soon realized that it was more a matter of didactics, and so called in some specialists: teachers.

Even though these were rare in 2009, they opted for a subscription-based business model, since they figured you can't optimize both for building advertising revenue and for building a good learning product. Investing money in a subscription, they think, also helps learners stick to their goals.

Memorable Quotes

"In school, a lot hinges on good teachers."

"I was too in love with learning to feel like school was worthwhile."

"The entrepreneurial thing is to find strength where you feel you have weaknesses."

Über Carlo Loderer

Carlo Loderer ist co-founder und CEO von Zippsafe, dem Pionier für smarte, platzsparende Personalumkleiden. Vor bzw. während er Zippsafe gründete, studierte er Maschinenbau und Engineering an der ETH.

Das Bedürfnis nach einer praktischen Garderobenlösung hatte Carlo Loderer bereits vor einigen Jahren selbst verspürt, als er anfing Silvesterpartys für über 400 Leute zu organisieren. Die konkrete Idee selbst eine solche Lösung zu entwickeln, kam ihm jedoch erst 2014, während eines Zwischenjahrs im Anschluss an das Bachelor Studium. Während einer Südamerika Reise rief er seinen langjährigen Freund David Ballagi an und pitchte ihm seine Idee. Daraufhin tüftelten die beiden während ihrem Engineering Masterstudium an einem MVP, welches sie zum Patent anmeldeten.

Nach einem Pilotversuch mit Fokus auf Shoppingcenter, bedient Zippsafe heute hauptsächlich Kunden aus den White Coat Industrien mit ihrer innovativen Personalgarderobenlösung. Bereits über 64 Institutionen setzen auf das platzsparende System, so zum Beispiel das Kantonsspital Winterthur und das Städtische Klinikum Karlsruhe.

Für Carlo Loderer ist es wichtig, dass er Freude und Leidenschaft verspürt, bei dem was er macht. Das und der Wunsch von guten Leuten umgeben zu sein spornten ihn an mit seinem Jugendfreund etwas eigenes aufzubauen. Privat unternimmt er regelmässig Abenteuerreisen in exotische Länder, so reiste er zum Beispiel mit dem Fahrrad durch Ruanda.

Memorable Quotes

"Wir haben uns zu Beginn vorallem auf zwei KPI's konzentriert: "Call-to-Meeting Ratio" und die "Bereitschaft für einen Test zu bezahlen."

"Es benötigt in unserem Business aufgrund der Sales-Cycles und Lead Times relativ viel Zeit bis zu einem Abschluss - das muss einberechnet werden!"

"Die grössten Erfolge waren immer, wenn wir etwas zum ersten Mal gemacht haben. Zu Beginn haben wir uns gesagt: "Wenn wir jemals eine solche Schliesstasche verkaufen.." Und drei Jahre später konnten wir 7-stellige Deals abschliessen. Das hätten wir uns niemals erträumen lassen."

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About Daniel Protz

Daniel Protz is the founder and CEO of FlavorWiki, a B2B digital service supporting the food and beverages industry with customer insight and data management.

With an impressive track record in reputable corporate companies such as Goldman Sachs, Deutsche Bank and Groupon, Daniel’s interest in the food industry grew as learned about its complex internal logistics and bureaucratic standards from his wife, a food scientist. As of now, Daniel describes the field as heavily concentrated in a small number of players. It also maintains low levels of disruption, and consequently slow cycles of change — after all, childhood experiences and cultural identities aren’t easily displaced, so eating habits are inherently emotional.

Daniel’s original problem statement stemmed from gaps in online retail platforms. Taste is the number one reason why people care about a certain food product, but it can differ radically according to gender, ethnicity and age, a reality most recommendation models often ignored. Also, traditional market research processes were slow and expensive, so Daniel wanted to find a solution for better digital food-selling that really finds its core in large-scale, honest customer review. By accelerating data treatment on taste and personal preference, Daniel’s vision wants to provide an affordable research model that is accessible to big companies and small players alike.

As an experienced entrepreneur and sportsman, Daniel told us his two cents of advice for those fearing the entrepreneurial roller coaster:

Rely on the small moments of validation to boost your confidence.
User feedback is the most valuable tool for building new features.
Accept that failure is an inevitable part of the journey: a “no” can actually give you priceless directions on where to go next.
Overcome emotional clouds to read better into criticism.
Don’t underestimate the value of family for honest feedback and kind support along the way.
Ideological match matters when it comes to knowing potential investors.

Sticking to your unique vision is what entrepreneurship is all about, and the future is certainly looking bright for FlavorWiki! In 2020, the company grew by 400%, and they are now about to take on their first investors. Listen to the episode to hear Daniel’s personal insight on food as a promising entrepreneurial field!

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Memorable Quotes

"If you have your own business, it runs you. You don't walk away on Friday night, right? I think entrepreneurs need to understand that too."

“Access to the product is the most important thing to achieve success. You can have the best product as a startup, but if you can’t get it on the shelf, you have a huge problem.”

“If the prize is the only  reason you’re in sport or anything else, you will never succeed. The prize is one billionth of the whole journey.”

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Resources

How I Built This

Waking Up — A Conversation with David Whyte

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Über Jeannette Morath und reCIRCLE

Jeannette Morath ist die Gründerin von reCIRCLE, der Schweizer Branchenlösung für Mehrwegverpackung in der Unterwegsverpflegung. Vor der Gründung ihres eigenen Unternehmens war sie als Projektmanagerin im Veranstaltungs- und Marketingbereich tätig. Unter anderem als Projektmanagerin für bike to work, und in der Kommunikation und Öffentlichkeitsarbeit bei Entsorgung und Recycling Stadt Bern.

Das Ausmass der Müllproblematik von Wegwerf-Verpackungen wurde Jeannette Morath bereits mit 20 Jahren bewusst, als sie auf Korsika Beachparties für Gäste organisierte und der Strand am nächsten Tag verwüstet aussah. Deshalb entschied sie sich im Bereich Nachhaltigkeit tätig zu werden. 2014 startete sie als Co-Initiantin das Pilotprojekt «Grüne Tatze» in der Stadt Bern, welchem dasselbe Konzept wie reCIRCLE zugrunde liegt. Der Pilot sollte aufzeigen, ob überhaupt ein Bedürfnis nach diesem Produkt besteht.

Nach einer erfolgreichen Pilotphase entschied sich Jeannette Morath das Konzept auszubauen. Das Produkt und das Geschäftsmodell wurden weiter verfeinert und 2015 reCIRCLE gegründet. Das reCIRCLE Netzwerk umfasste zum Startzeitpunkt 24 Restaurants, heute sind es über 1'500 und reCIRCLE expandiert erfolgreich international. Damit kommt Jeannette ihrer Vision, dass Essen in einer Mehrweg-Box zur Normalität wird, immer näher.

Privat fährt Jeannette Morath mit dem Fahrrad zur Arbeit, betreibt Carsharing mit ihren Nachbarn und verreist mit ihrer Familie entweder mit dem Fahrrad, ÖV oder dem Auto innerhalb Europas, um so Flugreisen möglichst zu vermeiden. Für sie ist es jedoch wichtig, nicht zu missionieren oder sich selbst und ihrer Familie strikte Nachhaltigkeitsregeln aufzuerlegen, so isst sie zum Beispiel beim Grillieren im Sommer auch ab und zu gerne mal ein Stück Fleisch.

Memorable Quotes

"Wir wollen eine Lösung die für 80% der Mahlzeiten und Restaurants passt."
"Wir wollen keine Lösung für 3%, das würde sich nicht lohnen."
"Unsere Vision ist es, dass sich das Aubergine-violett als die Farbe für 'reusable' etabliert."

About Tobias Gunzenhauser

Tobias Gunzenhauser is co-founder and CEO of yamo, a B2C company revolutionizing the kid's food market with nutritious and organic options for kids of all ages.

Tobias’s academic background is in Business and Marketing. However, corporate jobs never motivated him, as he felt there was little he could fix with his own hands. It all changed in 2015, while Tobias was working as Brand Manager for the Campari Group. and he and his coworkers decided to go vegan for a month. The new vegans struggled to find healthy lunch alternatives near the office and, being natural problem solvers, turned to baby food for convenient and affordable meals.  

As an accidental consumer of baby food, Tobias was amazed at the shelf life of these products: was something that lasted 3 to 5 years left on its own truly safe for kids? With a bit of surveying, he found out that parents shared the same safety concerns, and, in the lack of more sustainable options they could trust, they often batch-cooked purées at home during the weekends, which can become a time-consuming chore for sleep-deprived parents.

After his first hand experiences with baby food, Tobias collaborated with food scientist, close friend and current co-founder, José Amado-Blanco, who knew just how to turn this traditional industry upside down with the help of technology. The commonly used heat sterilisation technique boosted product longevity, but it also killed necessary vitamins. High-pressure pasteurisation methods changed the game for yamo: lasting a couple of weeks in a refrigerated setting, their product can really achieve that comforting homemade flavour without compromising on proper nutrition.

Yamo’s ability to innovate with exotic recipes and nutritional conscience is what really makes their product shine. Even though the company has seen harder days between navigating strict regulations and battling lawsuits from HiPP, yamo has always managed to look on the bright side, and they have plenty of reasons to do so! With their early crowdfunding campaign, they were able to pre-sell product worth 52K CHF within a month. In July 2020, they raised 10.1M CHF in a Series A round, and now have a great network of investors like Five Seasons Ventures as leverage. Other recent milestones include expanding to the Spanish market and Carrefour and launching their new plant-based Yamoghurt. Listen to the episode to learn more about yamo’s journey on the food tech rollercoaster!

Memorable Quotes

"We aren't fathers ourselves, and that allowed us to think differently and have a totally detached perspective with no bias at all. We had to learn everything ourselves."

"If people asked me, Should I do a crowdfunding campaign?, I would always tell them: Yes, do it, but it'll be a lot of work. We worked almost full-time for 2 to 3 months on our campaign before it launched."

Resources

The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, by Ben Horowitz

The High Growth Handbook: Scaling Startups From 10 to 10,000 People, by Elad Gil

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Über Martin Stadler und Altoo

Martin Stadler ist CEO von Altoo, einem Software Unternehmen, welches ein digitales Cockpit für die einfache Darstellung von komplexen Vermögensstrukturen anbietet. Bevor Martin selbst zum Unternehmer wurde, startete er 1996 seine berufliche Laufbahn als KV Lehrling bei der UBS in St. Gallen und studierte im Anschluss berufsbegleitend Wirtschaft an der Fachhochschule St. Gallen.

Während 20 Jahren machte er intern Karriere als Senior Kundenberater an verschiedenen Standorten, so unter anderem in Singapur. 2016 war er bei der Flynt Bank als Ambassador für die Kundengewinnung verantwortlich, wo er bereits mit den beiden weiteren Mitgliedern der zukünftigen Altoo Geschäftsleitung Stefan Thiel (CTO) und Stefan Weber (CDO) arbeitete.

Für Martin Stadler persönlich ist Authentizität von hoher Bedeutung: die eigenen Werte müssen im Privat- sowie im Geschäftsleben übereinstimmen. Er schätzt Menschen, welche in guten wie in schlechten Zeiten nicht Augen und Ohren verschliessen, sondern den Ursachen auf den Grund gehen wollen. Eine gute Stimmung und Humor sind für ihn geschäftlich wie auch privat unverzichtbar.

2017 kam es zum Buy-Out der Flynt Technologie durch zwei Schweizer Unternehmerfamilien. Dadurch bot sich für Martin Stadler die Gelegenheit als CEO die Verantwortung für das neu entstandene Fintech Unternehmen Altoo zu übernehmen. Aus diesem Grund sehen sich die Mitglieder der Geschäftsleitung auch nicht als Gründer, sondern als Teil eines grossen gemeinsamen Efforts. Dies zeigt sich auch im Namen Altoo, welcher für “all together” steht. Aktuell expandiert das Software Unternehmen in ausländische Märkte.

Memorable Quotes

Altoo muss einen Hackerangriff überstehen können. Wir sind wie ein Haus ohne Fenster und ohne Türen — so haben wir unsere Sicherheitstechnologie gebaut.

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About Cynthia Jurytko

Cynthia Jurytko is a professional Business Angel and President of the Board of S2S Ventures, Switzerland's first student-run Venture Capital firm.

In 2012, Cynthia left the path of management consulting to become Head of Investment Strategy and Portfolio Management at Neue Zürcher Zeitung. This was when she also started her journey as a business angel — as of now, her points of focus are healthcare and sustainability, two traditional fields that could really benefit from extra impact and entrepreneurial innovation according to Cynthia.

However, Cynthia's endeavors didn't end there! She realized how universities were often contacted by outside professional funds, but were lacking in cross-campus initiatives. Following the footsteps of American role models such as the Dorm Room Fund, S2S knows how the upcoming generations can lead the way to innovation, because they have an unbiased view on tech trends and are close to their peers and vital infrastructures, such as research centers and university clubs. The project doesn't thrive from any connection to established angel clubs, but receives its funding exclusively from board members and private investors interested in academic funds.

At S2S, students are not only the focus of investment practices, but they run the fund themselves! Two students from each major university are chosen for membership. Their learning process is completely autonomous: they are the ones contacting early-stage startups with no limited industry focus and deciding the ticket sizes, which can range from 20-150k CHF. Change is never a problem: the constant renewing of students benefits the initiative with fresh ideas each academic year. As new campus funds spring across Europe, Cynthia is keen on keeping her ideals of transparency while hoping her project soon expands internationally.

Memorable Quotes

"No investment has zero risks or weaknesses. You always find something."

“With Series A startups, you evaluate it a bit differently, because you can make more fact-checking, you have more numbers to look at. You get to have a more structured and analytical approach. In pre-seed stage, you invest in the future of the company, and mostly in the team’s ability to realize that future.”

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Resources Mentioned

Village Global's Venture Stories

Brené Brown's leadership advice

Über Jörg Sandrock und neon

Jörg Sandrock ist co-founder und CEO von neon, der ersten Schweizer Smartphone Bank ohne Kartengebühren. Vor seiner Karriere als Unternehmer, war der studierte Wirtschaftsingenieur (Karlsruher Institut für Technologie) über 11 Jahre im Beratungsunternehmen Strategy& tätig, wo er auch zwei seiner drei Mitgründer kennenlernte.

Während eines Beratungsmandates für einen Kunden, der sein digitales Retail Banking Angebot erweitern wollte, erarbeiteten sie ein Konzept, welches zwar für Begeisterung sorgte, jedoch aus internen Gründen nicht umgesetzt werden konnte. Daraus entstand die Motivation die Beratung zu verlassen und das Fintech Startup neon zu gründen.

Neon hat bis heute Investitionen von über CHF 10 Mio. aufgenommen. Zu den Investoren gehören unter anderem die TX Group, Roland Brack und Bettina Hein. Die Smartphone Bank ist seit ihrem Markteintritt im Jahr 2019 bereits auf über 60’000 Kundinnen und Kunden gewachsen.

Memorable Quotes

"Das teilweise in den alten Köpfen vorherrschende Bild, dass eine Bank für Vertrauen steht, geht beim Durchschnitt der Bevölkerung eher verloren."

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About Serguei Beloussov

Serguei Beloussov is Founder and CEO of Acronis, a global company focused on cyber protection, recovery solutions and storage management services.

A scientist by training raised in the former Soviet Union, Serguei started his first business in graduate school. Then, in 2000, he founded SWsoft (later Parallels), a leading software in automation and cross-platform connections for businesses, public entities and individual customers. Parallels would later on launch Acronis, its own spin-off targeting storage and backup assistance.

Serguei's early endeavors were based in Singapore, a friendly and safe growth environment. However, the founder soon weighed his operations, and came to the conclusion that up to 40% of all transactions took place in Europe. Switzerland was a happy choice for the new corporate headquarters: according to Serguei, Switzerland is a politically stable and wealthy environment for company growth, despite the difficulties of the Swiss ecosystem in hiring foreign talent. For companies itching to go international, here are Serguei’s tips:

Study your goal-market carefully before making the big leap;
Remember that markets are often determined by geopolitical standards;
Master culturally-specific terminology. This is a big deal in deep tech: concepts and names will vary widely across the globe, so make sure you do your research.

As we write, Acronis is thriving! The company currently employs more than 1600 experienced collaborators across 33 countries, and its recent fundraising campaign raised 250M$ from CBC capital at a 2.5B$ valuation. This self-made entrepreneur has also co-authored more than 280 US technology patents while juggling many board membership positions, and he’s looking forward to seeing how machine intelligence and digital literacy progress in the upcoming years. Listen to the episode to learn more about Acronis’s story and Serguei’s personal outlook on data safety!

Memorable Quotes

"It’s more difficult to hire foreign talent in Switzerland. As a global leader, it’s difficult to rely solely on the talent you can find locally while being selective.”

"What I've learned from the past is that integrating remote work could be very productive for companies."

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Über Andreas Lenzhofer und Dagsmejan:

Andreas Lenzhofer ist co-founder und CEO von Dagsmejan, ein Unternehmen, welches innovative Bekleidung für besseren Schlaf entwickelt. Bevor der Aargauer selbst zum Unternehmer wurde, studierte er Finance an der FHNW in Olten (früher HWV) und verfolgte anschliessend für knapp 20 Jahre eine Karriere in der Unternehmensberatung (u.A. bei PWC und Strategy&) mit dem Fokus auf Supply Chain Management, Operations und Finance.

Als er und seine Frau Catarina Dahlin sich ‘mid-life’ in ihren jeweiligen Corporate Karrieren befanden, entschieden sie, dass sie die zweite Hälfte ihres beruflichen Pfades als Entrepreneurs verbringen möchten. Nach einer umfangreichen Trendanalyse gründeten sie 2017 das High-Tex-Startup Dagsmejan, um die Schlaf- und Lebensqualität global zu revolutionieren.

Memorable Quotes:

"Wenn man unternehmerisch tätig war, ist es fast unmöglich wieder in einem Corporate Umfeld zu arbeiten."

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About Ross Mason

Ross Mason is the founder of MuleSoft Inc. and Dig Ventures. He is also a Board Member at Stackin' and Syncari.

Ross has always had an entrepreneurial spirit, and jokes that at the ripe age of seven, he was already running his own bootleg Lego club! His parents were business owners, and taught Ross two important lessons for his future projects: you should never lower your bar, and working hard isn't necessarily a bad thing if you enjoy what you do.

In 1997, Ross graduated in Computer Science from the University of the West of England and started his career in corporate work. However, he knew he wanted to build his own path, and open source software was his prime choice, since it gives you widespread distribution and insight about potential product/market fit. That’s exactly how The Mule Project was born. The platform started out as a SourceForge project in April 2003, and its aim was to make programmers’ lives simpler by allowing them to easily enable the sending of data between their SaaS (software as a service), on-premise software and legacy systems platforms which was previously hard and tedious to do.

This philosophy of avoiding “donkey work” became a guiding star for his endeavors. Born in 2006, MuleSource, later MuleSoft, got the timing just right: many open source companies were becoming commercial, and investors were starting to realize it’s actually a viable distribution model. Ross had a strong drive for building the next game changer in a fragmented market. Though integration had taken a big hit after the rise of web services, MuleSoft kept the ball rolling by uniting many different approaches in one platform, with all the proper testing, monitoring, debugging and graphical environment.

Growing the company was a rocky path. Between handling cultural differences, undergoing a draining IPO process and battling depression, things didn’t seem too cheerful for a while. However, those clouds soon passed and let the sun shine through. Ross had always wanted to make MuleSoft public, and his vision became reality. As the team flooded the building and stood beside him, MuleSoft finally rang the bell on the New York Stock Exchange in March 2017! Just a year later, Salesforce.com announced its acquisition of MuleSoft with an impressive deal of US$6.5B.

Plateauing was never an option for Ross. Now, his new firm Dig Ventures invests in B2B SaaS companies, and wants to decode the founding journey by giving framework on vital aspects of company building, such as making compelling events, nurturing team culture and shaping strong sales strategies. Providing not only inspiration but also action is DV’s key motto. Seeing a company thrive is a fulfilling view for anyone, but Ross’s final message shares something founders should keep in mind: working hard is important, but never let it swallow your personal life.

Resources

Some of Ross's favourite podcasts on the investing world include Invest Like the Best and My First Million.

A Sony A6000 camera is a part of Ross's personal setup.

Memorable Quotes

“Many technical founders think that they’ll have a great outcome just by building great software. The reality is that you also have to connect software to the market and have a defined strategy. It isn’t simply about spotting immediate needs, but something along these lines: how do you reprogram people to think differently about the way they’re doing things?”

“Having a fully remote team where people are working everywhere can be difficult because of time zones, but you can do it! In the age of post-COVID-19, it won’t matter quite as much. In the early days of a company, that extra engineering talent can be an advantage.”

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Über Sergio Studer und Carify

Sergio Studer ist Co-Founder von CARIFY, der grössten Schweizer Auto-Abo Plattform. Vor der Gründung studierte er Betriebswirtschaft an der Universität St. Gallen und arbeitete anschliessend als Sales Manager und später als Head of Sales im Software Startup SHERPANY, wo er auch seinen Mitgründer Raffael Fiechter kennenlernte. Nach vier lehrreichen und prägenden Jahren entschieden sich die beiden gemeinsam den Weg in die Selbständigkeit zu gehen und haben 2019 CARIFY ins Leben gerufen. 2020 trat das Gründer-Duo bei der TV Sendung «Die Höhle der Löwen Schweiz» auf und erhielt ein Investment von CHF 900'000.

Sergio liegt das Unternehmertum im Blut, seine Eltern führen ein Baugeschäft, in welchem er schon früh an den Wochenenden mitangepackt hat. Dieses hätte er zwar übernehmen können, entschied sich aber dafür etwas Eigenes zu machen und sich dem Baugeschäft nur in der Rolle des Verwaltungsrates zu widmen. Die wenige Zeit, die Sergio nebst seinem Wirken als Gründer bleibt, verbringt er am liebsten mit seiner Partnerin und seiner Familie.

Memorable Quotes

«Wenn ich einen Tipp habe für jemanden […], der etwas starten möchte: fang einfach mal an, du merkst nach 2, 3, 4 Wochen, wenn du irgendwo anstehst, dann kannst du immer noch ändern.»

«Ich glaube es ist niemand böse, wenn man zu seinen Fehlern steht. Gerade auf Kundenseite geht viel schief, gerade am Anfang.»

«Wir haben bei uns die Kultur entwickelt, dass wir den Kunden in die Problemlösung einbeziehen.»

«Ich glaube das Wertvollste was man erhalten kann ist eine ehrliche Meinung und Kritik. Gerade wenn du erfolgreich bist oder in den Medien, dann merkt man auch von Freunden, dass viele nicht mehr einfach offen reden und dich kritisieren, aber das ist eigentlich das Wertvollste.»

About Oliver Marchand

Oliver Marchand is Managing Director and Global Head of ESG Research and Models at MSCI Inc., a worldwide provider of support tools and services for investment needs.

Marchand finished his PhD in Computer Science and Meteorology from ETH Zürich in 2003. In 2005, he took a role as Head of IT at Fisch Asset Management. His small team managed to build the entire portfolio management system for FAM, and his decade-long stay provided many valuable lessons for building a company, like negotiation skills, IT security skills and transparency — according to Oliver, “there’s really no other way to do business”!

These tools were soon put to good use. After leaving FAM, Oliver joined forces to found Carbon Delta, a financial technology B2B service evaluating the ecological footprint and possible environmental impacts of companies. Building a social impact company, especially by bootstrapping, was no easy feat. The product was also met with intense skepticism by the investing community of Germany and Switzerland. As an alternative, browsing in America for interested investors and employees meant heavy relocation costs that were just too much for the young company.

Climate change is definitely a hot topic these days, and understandably so. According to Marchand, 50% of the economy desperately needs to decarbonize, and it was precisely this feeling of urgency that made Carbon Delta push forward to overcome their funding struggles.  In the first year, their biggest support came from Climate-KIC’s Climate Smart Agriculture (CSA) Booster Flagship Programme. This valuable help eventually led the company to reach amazing milestones: some of their victories include the Europe’s Best Climate Venture 2016 award and the European Fintech Award 2017 for Risk, Intelligence and Security. Other major players supporting Oliver’s project include the ZKB and a team of encouraging SICTIC investors — our previous podcast guest Thomas Dübendorfer, president of SICTIC and expert angel investor, is also on the list!

Carbon Delta was acquired by MSCI Inc. in October 2019, and Oliver couldn’t be happier with his startup’s buyer. Fighting for a cleaner planet still presents many challenges, but Oliver hopes his work at MSCI may continue to have a transforming power in the sustainability of the financial industry.

Memorable Quotes

“Transparency needs to be discussed. Assumed. Agreed upon from the very beginning.”

“This is my honest view, and nobody says this because it’s not politically correct. Most people believe that if there’s ‘too much sustainability’ in a business, it’s never going to create return. I believe this is not only ethically wrong, but also factually wrong.”

Resources

Strategy Cards are a cool source of inspiration for when Oliver needs to solve a business dilemma or two.

About Tobias Zehnder

Tobias Zehnder is Co-Founder and Partner at Webrepublic AG, a Swiss digital marketing agency boosting your company’s online performance through meaningful business value strategies. Zehnder caught the entrepreneurial bug early on: during his student days in the 2000s, Tobias was a freelancing DJ and blogger posting reviews on his favourite records, having taught himself to monetize those endeavors. Then, in 2010, Tobias finished his MA in Socioeconomic History and Linguistics at the University of Zürich with a thesis entitled Online Advertising: the Stepchild of Media Agencies, which would later serve as a blueprint for his agency.

It was during his graduate studies that Tobias got a fantastic internship at Google Zürich as a Sales Planner and met Tom Hanan, the team's Head of Sales and his future co-founder at Webrepublic. The timing couldn’t have been better: cloud working was just starting to take off, and the office felt both small and international.

Unfortunately, the markets took a deep dive in the 2009 financial crisis, but not all was bad. In hindsight, Tobias sees many advantages in starting a business during those rough times: performance marketing was fairly new, so they could build from the ground up and still see results, and though companies were saving funds, the small demand gave customers the most cost-efficient solutions.

Twelve years down the road, Tobias admits that positioning a company in the market landscape is much more complex nowadays, but that there should always be space for integrated services and for small players to shine through. Today, Tobias also holds a position as a lecturer of Digital Leadership at HWZ Zürich, a job that helps him stay focused, inspired and on the freshest page with innovation. His main concerns include responsible leadership, conscious integrating partnerships and market evaluation with a global focus. Keep listening to learn more on building an incredible path during a major crisis!

Memorable Quotes

“Performance marketing is not something that you do in waves. It’s something that’s always on. You don’t switch it on and off. As long as there’s customer demand, you wanna be there.”

“Don’t just focus on Switzerland. Go out, really! It’s much more motivating to benchmark yourself against absolute industry leaders than to stick to local players.”

Resources

Todoist, a task managing app currently freeing up the mental space of more than 25 million users.

About Adrienne Perramond

Adrienne Perramond is Mediator at GDC Médiation and Board Member at Business Angels Switzerland, one of the leading angel investing networks nationwide. Adrienne grew up in a multicultural environment between Switzerland, the US and England, where she completed her BSc in Business at the University of Buckingham. In 2001, she sold Transfer Solutions, her own relocation service agency in Neuchâtel. After many years in local politics as a Liberal Party councilor in Colombier, Adrienne is now a committed angel investor with a focus on diversified sectors and conscious team building. Through BAS, she has invested in 11 startups, 5 to 7 of which may lead to a great exit in 3 years’ time. Of a total of 16 exits, 9 have profited the club members with a multiple 2,5 return: such is the work of experts! Adrienne’s main interests for the upcoming years include healthcare diagnosis, delivery logistics, remote working and food tech solutions, and she has great predictions about the post-pandemic future to share!

Memorable Quotes

“You’ve got to have the right mindset. Are you angel material? Do you have a long-term view? You can’t be in it just for the money, but if you are, can you afford to lose it? What’s your tolerance for risk and failure? You can have the thrill of victory but also the agony of defeat. Most importantly, you’ve got to have respect and love for entrepreneurs and startups.”

“In Switzerland, getting to an exit is not a matter of two years. Usually, it takes more, at least five to seven years. We’re a deep tech nation and that’s bound to make things slower.”

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Resources

Goodwall for amazing networking and exposure opportunities.

About Edouard Treccani

Edouard Treccani is Head of Partnerships at Wingman Ventures, Switzerland’s leading fund for tech projects in pre-seed and seed stages. From 2012 to 2014, he worked as an intern for Crédit Agricole Suisse and BCV while balancing a smashing GPA in Quantitative Economics and Finance. However, he realised deep down he craved a creative spark that the banking game couldn’t give him. In 2015, he founded Incidee and built a valuable media product: his journey took off! Edouard is passionate about helping young founders build something outstanding from the get-go, and this motivation for supporting bold innovation led him to create the Wingman Campus Fund, a small-scale VC fund boosting the entrepreneurial dreams of many university students. Edouard says “the Swiss startup ecosystem is just starting to write its best success stories”, and we couldn’t agree more!

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Resources

AngelList for finding your next dream opportunity.
Sifted for trusty reporting and analysis.
Jason Calacanis‘ work on Angel Investing.
Naval Ravikant and his inspiring mindspace.

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Memorable Quotes

“After my first two internships in banking, I knew I’d never enjoy my work. Sure, I could do it by default, get a decent wage and get by month after month. But I would certainly not have been happy.”

“You should constantly think about how to build your network, how to make it more meaningful and resilient.”

“In an ecosystem like Switzerland, which is maturing more and more, it’s important to get to know founders early — it’s never a given that you’ll be able to invest in the startups you prefer.”

About Gonzalo Sanchez

Gonzalo Sanchez is currently Head of Growth for On Deck, an educational community for those willing to learn about technology and innovation through creativity and self-improvement. Gonzalo is a natural learner: his writing skills and curiosity for new ideas led him to found Seedtable, a weekly newsletter on European tech reaching more than 60,000 monthly visitors.

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Resources:

• Demand Curve for on-line growth courses and a creative digital community.
• Traction: Get a Grip on Your Business, by Gino Wickman.
• Hacking Growth: How Today’s Fastest-Growing Companies Drive Breakout Success, by Sean Ellis and Morgan Brown.

Learning growth without a degree    

“If you want to become a doctor or a lawyer, then absolutely, go to college. But if you want to start a company, then you can probably do a lot more with four years and all that money if you just go and start a company. I’d say you definitely don’t need to go to college to start a company.”

Swiss readers will be familiar with the traditional approach to success: a college degree is seen as a foolproof path to become a thriving business founder. But are we really dependent on formal education? After dropping off in his second year of Architecture, Gonzalo understood digital marketing and company growth were his future commitments. The young founder has never looked back, and he has some insight to share for those rethinking their degrees:

• General frameworks and strategies being taught still work pretty well. However, the university curricula can’t really keep up with the fast pace of market demands and target audiences.
• Read, read, and read some more. Follow experienced leaders and feed that insatiable curiosity with articles, blogs, seminars, courses… The Web is yours to conquer!
• Learning by doing is the best way to learn. In growth, trying out all your options is key, so facing that steep learning curve is a guaranteed way to build resilience!

What makes Seedtable an excellent resource

In its early days, Seedtable numbered a couple dozen readers from Gonzalo’s close connections. However, a commentary on Spotify’s acquisition of Gimlet published in early 2019 went viral on Twitter: as the subscription number skyrocketed, Gonzalo realised he had created something truly appealing and beneficial to others:

• Seedtable came to fill an existing gap, since there weren’t many tech newsletters with a focus on European growth.
• Gonzalo sees himself as an outsider to European technology solutions, since he is no CEO nor VC. What keeps his content relevant is what his readers find useful: as he says, “it’s the market that decides if it cares about what I write or not.”
• Having no one to answer to brings spontaneity. He can write about whatever he finds important with no institutional filters. For the same reason, he is highly selective with his team and sponsors.
• Seedtable writes strategically on company case-studies like Klarna and Gymshark by analysing their market choices through the lenses of growth expertise.

How paywalls can benefit your content delivery

Choosing to go the paywall route is often a risky move from which some creators backtrack. Being afraid of hindering your sharing statistics is totally valid, so Gonzalo mentions some important things to keep in mind with paid content:

• Content is expensive to create. Paid content helps you manage fund loss in maintaining software and paying collaborators fairly. You also have that extra safety net and independence in case any big sponsor walks away.
• Paywalls are an incentive for creators to stay in their best possible shape and deliver the most thought-provoking content they can, since that income can directly improve research possibilities.
• Hiding your most popular content behind the paywall is a total shot in the foot. Keep it balanced!
• Make sure you are creating good conditions for multi-platform sharing: your subscribers should still be able to share stuff with their friends!
• Don’t ignore the power of social media presence.

Europe: the next big player

The COVID-19 outbreak brought unprecedented change: there is no global event with the power to transform international market dynamics like a pandemic. In these winds of change, what’s exactly Europe’s position in company growth next to powerful players like the US?

• Despite the toll the pandemic has taken on the economy, Europe has been fighting bravely and handling conflict well. The numbers in capital and fund raising remain high, and some of the fastest-growing businesses with the best solutions are European!
• 40 years ago, Silicon Valley was a no-brainer destination for company founding. However, Europe is now closing the gap and becoming a new default place for ambitious folks as the US shifts towards a more inward approach.

However, according to Gonzalo, some European methods could use some revising. Here are some key-changes to consider:

• Allow IPO capital to benefit talent directly, instead of spending it all on debt relief and executive bonus.
• Eurowide stock option schemes are hard to implement due to the European cultural and legal fragmentation, but a unified solution would encourage community efforts and conscious cultural approaches. Thankfully, the European Commission is already working on it!
• Reassessing the role of private equity as a parallel option for liquidity.
• Giving founders incentives to grow global, while supporting big companies’ investments in international IPOs.
• Keeping a mindful attitude: a global market should always respect and value that diversity that makes European companies so enriching!

Views on the Swiss startup ecosystem

“It’s a sort of underdog story.”

For Gonzalo, Switzerland is a great representation of that forward-thinking European spirit that should not be overlooked. Its unique blend of young companies with established industries allows quick access to capital and cultivates company culture where founders are not afraid of taking lessons from different industries. However, Switzerland as a founding hub still has some place for growth, and Gonzalo shares some unexpected focus points for the future:

• Zurich’s cost of living is not exactly the most affordable, but this doesn’t hinder its success as a growing environment — this shows we shouldn’t evaluate the fit of a place by its living costs. It’s expected of Paris and London to be expensive: then, why should global companies dismiss costly regions as unsuitable for company growth?
• Investing in more effective PR policies is a valuable lesson Swiss companies can get from hyped players like Estonia.
• Creating a government-supported institution dedicated exclusively to company assistance in the early stages could really shift the priorities from mere survival to sustainable growth.

About Monica Maurer:

Monica Maurer is a certified trustee and Swiss Certified Fiduciary at ACT Audit & Tax. In her role, she helps startups and SMEs with their accounting questions. Based on her many years of experience, here are some of her recommendations for founders who are just getting started with their accounting:

• It’s not rocket science. Monica recommends getting some help for the set up of your accounting systems and then running with it yourself for the first couple of years. This saves you money and also keeps you closer to the vital signs of your company, i.e. the cash flow.
• If you have investors, find out about their reporting requirements and make sure your accounting is set up in a way that allows you to easily produce the numbers that your investors want to look at on a regular basis. This will save you a lot of time and frustration.
• Starting Jan 1, 2021, if you have employees without a Swiss passport or residence permit C, you are responsible for their withholding tax. Monica recommends updating your employment contracts to make it mandatory for your employees to inform you about any tax relevant changes in their lives (e.g. marriage, child birth or similar) so you can adequately reflect that in your withholding tax declaration.

Memorable Quotes:

“Was man nicht vergessen darf, ist die kontinuierliche Kontrolle. Auch wenn alles elektronisch ist und man nur noch den Knopf drücken muss, sollte man sicherstellen das alles stimmt.”

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About Jean-Michel Pittet

Jean-Michel Pittet is Vice-President of Engineering of Adobe since 2013. With his decades-long expertise of management and product development, Jean-Michel believes any tech-savvy person can become a skilful leader. His main concerns include creating meaningful digital experiences, cultivating purposeful customer/business connections and promoting a healthy leadership spirit.

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Resources:

• Fitbit for grounding the intellect in a healthy physique.
• Adobe Photoshop for creative minds.
• Evernote and ConceptDraw MINDMAP for note taking on the go.

Tech and Sales: how to be both

“For me, it’s natural. I could never be one without the other.”

Jean-Michel’s early experiences as a minimum-wage sales worker for RadioShack taught him how being outspoken and knowing how to land a value can make or break your company’s productivity. But how can we apply sales know-how to product development?

• Finding fundamental patterns and understanding market fit are key to tech development. So, getting that field experience in customer contact helps your innovation stay relevant.
• Scientific entrepreneurs should know their numbers. Your idea can sound trailblazing in print, but always consider your profit and loss.
• Filling both roles is a fantastic opportunity for growth. Creating and selling your own product and being in charge every step of the way makes you fully grasp the entire process from A to Z.
• Ultimately, it’s all about the human experience. Face-to-face exchange is the most valuable feedback. Consider all facial expressions, hesitations, choices of language: these can definitely help you shape a stronger pitch.

Big wave surfing

“With every change, you have denial.”

After working for Siemens in the late 90s, Jean craved a younger, more dynamic workspace. In 2001, he joined Day Software, a thriving Swiss company with a passion for creating a universal digital experience where different services suit all offerings and aspirations of both companies and individual users. Despite what some might expect, “a Swiss company that is not selling cheese, chocolate, or watches can have an influence on the world stage”, and Day Software was truly taking the lead!

Pulling off an IPO was an impressive move, but the company soon stumbled: after the dot.com bubble burst, more and more investors stepped back from Internet investment. As rounds of terminations and lay-offs piled on, the company struggled to see the silver lining.

We all know change is especially tough when it affects someone’s livelihood. Collaborators soon accepted paycheck reduction and stood close in those delicate days, which shows solid company culture. The best approach, Jean defends, is searching for conscious solutions that won’t overlook anyone’s needs. If towers of paperwork and legal quests await you, it is the role of a leader to hold fast, stay fair and help every single worker get to the other side of the tempest.

Breaking on through to the other side

“To take this energy and to ride this wave, we knew we could get a lot more stuff moving if we had access to a bigger distribution channel. That was a realization we had as a team.”

In a positive twist of events, Day Software’s market dynamics and stock performance were on the rise by the late 2000s. As a public company, they knew how a valuable integration could really boost their ambitions. Adobe, already a customer to DS, couldn’t be a better choice! Having just launched a marketing cloud service, they showed how DS’s 2010 acquisition deal was a perfect example of aligned core philosophies, product visions and corporate cultures. Common passion is all in M&A: in this case, building a systematic digital environment where analytics and context evaluation work to deliver customers the most individualized experience possible.

Managing team fit in company merging and acquisition

“It’s about approaching it very consciously, realizing where you’re at but also realizing what the end goal is: that end goal is good integration and meshing of opportunities.”

• Representatives should have a very cautious conversation on possible culture shocks before closing the deal and announcing internally.
• Let collaborators go global. Having teams visit other locations nourishes worker comfort and trust in the organization.
• Keep a flexible position. Like bridges, managers should try their best to move with the flow.
• Always keep in mind that human creativity depends on human wellbeing.

What to consider in talent selection

“Part of it is intuitive, but the other part is clearly the respect for the individuals.”

• Intellectual drive is without a doubt Jean’s focal point. A good candidate should not only master the available tools, but also apply them into the problem-space.
• Ability to step back from the immediate problem and think of the long-term picture.
• Beyond accomplishing the required tasks, collaborators should try to make the best of their space of freedom to brew awesome new ideas.
• Intrinsic motivation for building innovative products is a key differentiator.
• Sharing the common passion.

Jean-Michel’s tips for fellow managers

• Less managing, more leading. Help the team see underlying potential in new opportunities, but also stand shoulder to shoulder with it when a promising project falls flat.
• Difference is a treasure! Don’t stick to your field of interest for incredible inspiration. What can you learn from other industries?
• Speed up iteration time while keeping worker comfort by choosing collaborative cloud solutions.
• Fairness over intuition: a gut feeling is often a differentiator in talent selection, so remember to reduce subjectivity through similar sets of questions and diverse evaluating boards.
• Be receptive to out-of-the-box input. Before social media and digital networking, open source part-time collaborators caught everyone’s eyes with their passion and commitment. Your next great collaborator may come from a totally unexpected background, so don’t limit your choice to curricula!
• Solidarity is crucial in international teams. Stay informed of your team’s living and political ecosystems and help them through social instability whenever necessary.

The future of Basel as an innovation hub

According to Jean-Michel, the Swiss region has many highlights that startups should look into:

• Basel is fresh-blooded and inclusive! The Swiss linguistic diversity, many cultural upbringings and educational backgrounds are incredible advantages for attracting a larger customer base.
• A positive attitude in difficult times. COVID-19 is opening many doors to the digital world, since companies are increasingly aware of what clients need: faster automation and AI-centred systems to ease the burden of mundane tasks.

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About Nicholas Hänny and NIKIN

Nicholas Hänny is the co-founder and CEO of NIKIN, a sustainable fashion startup. Nicholas started NIKIN in 2016 together with his childhood friend Robin Gnehm after having been rejected by several large consulting companies he applied to intern with. Within only 4 years, he grew the company to 30 employees and CHF 7.2 m revenue. In 2019, Nicholas received the “Aargauer of the Year Award” as recognition for his work with NIKIN. Nicholas has a background in marketing and business administration. He holds a Master of Arts in Business Innovation from the University of St. Gallen and was part of the CEMS program.

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Memorable Quotes

“Konzentriere dich besser auf 6 KPI’s in Marketing und Sales, anstelle von 30-40 KPI’s die wir momentan haben.”

About Tanja Dowe

Tanja Dowe is CEO for the Debiopharm International Innovation Fund and Board Member for Novadiscovery and Oncomfort. Using her expertise in strategic business and market demands, Tanja’s work encourages commercialization of innovative healthcare technologies and patient care solutions for a brighter, healthier future.

How upbringing can breed curiosity

“I wanted to turn innovation into practical things: how does that work? How are people actually going to access those technologies?”

Tanja is the daughter of a Finnish surgeon and a Swiss businesswoman. She describes herself as having been a wild child who wished to write her own story and leave her mark. Her interest in healthcare was sparked by the many fascinating dinner table conversations at home, where she heard her father talk about his day.

In 2000, she finished her MSc in Microbiology and Biochemistry at TKK (Helsinki University of Technology). Although the idea of pursuing a career of scientific research crossed her mind countless times,  her curious personality led her away from the slow-moving groove of biochemical testing to creating practical outcomes and solutions for everyday problems as her life’s commitment.

The influence of North-American culture and the self-made entrepreneur

“The North-American culture is very entrepreneurial: when you’re in California, everyone is a businessman, they all have their businesses! Biotech companies on both sides of the street? You would not see that anywhere else but in San Diego.”

While completing her internship on market research for the biotech industry, Tanja got the chance to work in the energetic environments of dynamic cities like San Diego and Los Angeles. Hearing so many inspiring stories can naturally make anyone think: “Hey, I want to join as well!”.

Detailed plans were not her priority at the time; all it mattered was that American spirit which aroused her will to move forward and take part in something larger. Tanja is keen on believing anyone can become an entrepreneur, but some traits will definitely help on the journey:

• Innate curiosity and ability to detect problems;
• A will to take risks and resilience for wiggling your way through hardship;
• A wish to defend a bigger-than-life concept that will outlive your current struggles.

Debiopharm International’s mission

In October 2016, Tanja became the CEO for the Innovation Fund of Debiopharm International, a privately owned pharmaceutical company focused on in-licensing and developing biotech products approaching clinical trials to help them reach their maximum potential and gain access to international partnerships.

With aging demographics and increasing healthcare expenses, companies should try to stay ahead of the game and ask: what is going to be the next great leap in patient care? Since drug development rates are understandingly slow, Debiopharm knows how important it is to have that special skill of foreseeing future gaps in the market, instead of developing products for a market where they’ll no longer be an essential board piece.

Tanja’s tips for fellow investors

Her experience with Innomedica Ltd. and Debiopharm’s Innovation Fund really brought her attention to how building investment funds gives rise to a crowd of unseen challenges: how do you establish a bond of trust with the companies? How do you increase your deal flow? Once the deal is completed, what should be your ratio of participation?

Tanja’s approach is clear: your philosophy of investment should rely on active participation. Before becoming Chairwoman of the Board for Oncomfort, she visited the clinical trials at the Swiss Pain Institute and witnessed the game-changing works of Virtual Reality in inducing clinical hypnosis and reducing pain and anxiety in ailing patients. After undergoing a small test herself, she was sold!

Investors often stand in awe before ground-breaking innovation and rush in investing, but many wonder: “What now? What should I do next?” Tanja explains her method:

• If possible, ask for a board seat. Continuing your support through board participation strengthens companies with strategic market guidance.
• Understand that each company will have its own problem statement — each case is different and will demand a renewed effort of analysis.
• Detect undiscovered gaps. Help teams notice unnoticed obstacles that may be hindering progress: is it lack of confidence in their goals? Is their internal structure adequate for growth? Are there any communicative knots to unravel?
• Organize regular workshops and CEO events to foster product exposure and networking.
• Ask the right questions: “Is there something I can help you with?” and “Do you have any questions regarding customer demand?” are awesome options.
• When times are rough, remember your driving force: the best part of being an investor is the feeling that you can really make an impact on a company’s journey!

Red flags to look out for during company assessment

• A dismissive attitude: taking more than a week to respond to e-mails can suggest lack of organizational and communicative skills.
• Not being able to explain goals clearly can be a sign that the team doesn’t master the concepts too well.
• Judging that investors only care about the money: startup teams should keep in mind that investors value catering better-quality products over massive selling.
• Believing Corporate Venture Capital Funds are not smart money. CVCs are not sticking with pouring money down acquisition pipelines, but are now becoming more involved in bringing knowledge and wider networking landscapes. CVCs also have the benefit of longer funding timelines and, consequently, prolonged assistance with no forced exits.

Finland vs Switzerland: approaches on innovation

The events of Swedish integration until the nineteenth-century and the Russian Revolution of 1917 show how Finland is in fact a very young country. This historical status, Tanja defends, makes the Finnish heavily rely on IT-based innovation to get their point across in international markets. They are very appreciative of fresh-blooded, fast-paced energy that seeks quick exits to move on to the next big undertaking. Switzerland’s history, however, supports tradition and its time-tested industries, so companies are keener on a longer-term view of growing small projects to their maximum potential before exiting.

The future of digital health

“Some of the biggest things that we need to change lie in the way we understand health insurance, how we pay for treatment today and how we should be predicting and keeping ourselves healthy. I think it is unbelievable that we don’t already have access to our own health data today: changing that is very important.”

Our traditional approach on healthcare places physician practice in the centre of the equation. Tanja, in the meantime, suggests a different standpoint: highlighting patient experience with the help of digitalization. Here are some lingering topics to consider for the next decades:

• Virtual banking and navigational systems as inspiration for personalized digital health systems. Thinking of health raises questions similar to those of managing finance and finding your way out in the open field: what is my current position? What are the possible routes? Where will this option take me?
• The role of in silico drug development strategies to aid predictions on how drugs will affect humans bodies in the future generations;
• Integration of patient experience data in Pharma development: wearables such as smartphones, smartwatches and fitness trackers can become invaluable partners in finding patterns and solutions;
• The competitive rush in health tracking proposed by Big Tech can become a great opportunity for startups to join the race and advocate for innovation, since no big corporation is ever capable of encompassing all medicine.

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About Alain Frei and Amorana

Alan Frei is the co-founder of amorana.ch, an e-commerce platform for sex toys and lingerie. In 2020, he sold a majority stake in Amorana to the British Lovehoney Group. Before starting Amorana, he experimented with a variety of other projects such as nachhilfeportal.de and LooksOfLove, from which he learned what it takes to make a company successful. Alan is a University of Zurich alumni and headed the University’s startup center. He lives a minimalist lifestyle, counting less than 120 items in his personal possession.

After the acquisition of Amorana by Lovehoney Group, he stayed on as CMO of Amorana with the intention of expanding the brand internationally. He also decided to take his minimalist lifestyle to the next level by giving up his apartment and permanently living out of hotels.

Memorable Quotes

“Zuerst versuchst du die Conversion Killer zu minimieren, um dann anschliessend oder auch leicht versetzt Traffic auf deine Website zu schicken.”

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Valérie Vuillerat: How representative language can help your company grow

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About Valérie Vuillerat

Valérie Vuillerat is CEO of Nine Internet Solutions, the leading provider of platform management solutions in Switzerland. With ample experience in board membership, business administration and entrepreneurial expertise, Valérie was also CEO for Ginetta and co-founder of Witty Works, helping tech companies boot out unconscious bias through inclusive language choices suited for all walks of life.

Resources:

• Adam Grant

• Endurance sports, besides keeping you in tip-top shape, are great for reflecting and crafting cool ideas!

You graduated in Multimedia Studies from the SAE Institute of Zürich. As an undergrad, was the entrepreneurial possibility ever on your mind?

“No, not at all!”. After finishing her degree, Valérie struggled to find suitable job offers. She searched high and low for a project fitting her diverse skills of coding and multimedia design, but no opportunity fulfilled her wishes.

It seemed the scenario was black-and-white: web design or web programming. If you feel like a misfit, which way should you turn? “Designing your own job!”: in 2000, she founded Iweb4you, one of the first web design agencies in Berne.

What else besides lack of suitable job opportunities motivated your choice for self-employment?

“I grew up in a family where everyone was very solution-oriented,

so complaining was not a thing.”

College, jobs, social networking… young adults are experts on jumping through hoops. Valérie moved out at 18, which pushed her to be responsible at an early age. By then she already had a support network and web design experience from working with friends — why not try to earn a living out of it? To her, entrepreneurship’s best motivator is freedom: there is no better feeling than getting the chance to choose when and where you work!

Participating in so many projects and meeting valuable sponsors can really open unseen doors. What advice can you give?

Valérie confesses she used to be as shy and silent as they come. But what she also knew deep down is that she had an innate ability to connect with others. At only 20 years of age, she got the invaluable opportunity of entering the Business and Professional Women Club of Berne (BPW). If, like Valérie, you too are a natural social butterfly seeking entrepreneurial success, remember your communicative skills are what really keeps the stone rolling:

• Having a can-do approach outweighs passive membership;
• Don’t be afraid of speaking up about your awesome personal skills;
• We can only learn by taking risks and making mistakes;
• Change, however positive it may be, is always difficult, since it requires so much energy to shift your headspace and keep moving — but the learning curve you get will be a reward for life.

You’ve worked as a CEO for Ginetta for 6 years. What made you leave your solo journey and jump on the wagon?

“Momentum is more important than always being right.

If something feels good for my gut feeling, why shouldn’t I try it out?”

When Simon Rauess, founder of Ginetta and Valérie’s close acquaintance, saw his time for client inquiry running short, he needed to find a reliable partner to grab the wheel. Valérie could use a creative rush, so she took the role.

The first two years, she admits, were full of adversities: “we did a lot of projecting, but I can’t remember we ever did user research, so selling it was quite hard”. The business woman knows how momentum can make or break a company’s growth, but she never let hard circumstances bring despair: after all, you must keep in mind that being ready for when the tidings change is what makes a resilient project.

One of the things that really made Ginetta stand out was its female employee ratio compared to other peer companies. What lessons can we learn from there?

“If you have a good balance, the company culture will always address

female and male needs equally.”

Back in the early 2000s, workplace inclusion was not exactly the hottest topic. Being a female CEO herself, she knows getting a larger talent pool is all about setting the example and allowing organic change from day one:

• Keep work/private life balance at the top of the priority list: remember that “customer first” is an awesome policy, but so is “employee first”.
• Individualise interaction by really getting to know those who make your company thrive.
• Leaders will take the lead: you are an influencing figure, so share and radiate those ideals that make your project unique.

In 2018, you took representative ideals to the next level and founded Witty Works. How can language fine-tuning make a difference?

“If you want more women to apply, you need to change the way you write.

Language is a very powerful tool.”

Co-founders Valérie Vuillerat, Nadia Fischer and Verena Oberholzer had experience in tech companies and understood firsthand how diverse teams develop powerful products. Our digital world is constantly evolving and reshaping the ancient art that is communicating, so it is vital to leave no sociodemographic group behind.

Preparing your company for long-term success begins with work culture, and a healthy ecosystem is all about how you talk to people. Why not create a software that brings the best of balanced linguistic choices to the business world? The Diversifier was developed to help your company deliver conscious ads through careful review of underlying bias in your text, highlighting all expressions that may come off as less comprehensive of difference. But its vision doesn’t end there: from press releases to social media posts, all writing is welcome!

What has Switzerland done in the last two decades in terms of job equality?

“Change will help us not only in the business world, but also as a society.

We have a lot of work ahead of us.”

Not only company founding benefits from the right timing: so does social change, and there is no better time than the present moment. Being a female CEO in 2010 was very rare. Now, more and more women are achieving top positions. Social concerns are expanding their influence as pioneering activists point the way, but there is still a lot to be done. For Valérie, it seems that companies are aware of the elephant in the room, but are very hesitant on making a material move.

How can Swiss companies change the old record? Any broad advice on how we can work towards inclusivity?

“Innovation comes from friction. Homogeneity never brought the best solution.”

Valérie is confident that inclusivity will soon become a differentiating factor for companies. Some problems won’t solve themselves, so here’s how to set a solution in motion:

• Get informed on unconscious bias and privilege and check your emotional decisions: is the way you were raised stopping you from looking at the full picture?
• Prioritize skill over cultural fit: humans tend to click with people that share similar interests. However, culture is something you build together, so allow unconventional ideas to flow in, instead of constantly revalidating what is already taken for granted. Shared values, not echoed thoughts, should be your driving force.
• Keep recruiting criteria transparent and rethink how you establish requirements: don’t let impossible standards stop you from finding wonderful new voices!
• Build an attractive brand image and create conditions for identification: breed confidence by radiating creativity and free expression in your website and social media platforms.

About Stefan Flück and Appentura

Stefan Flück is the founder and CEO of Appentura, a provider of surprise experience gifts. Stefan started Appentura in 2014 when he pitched the idea at a startup competition. The original idea was to offer customers the possibility to buy a surprise for themselves within a given timeframe and budget. Stefan, however, soon realized that customers were much more willing to spend money on surprising others rather than themselves and consequently, Appentura changed its offering to what it is today. Contrary to many of its competitors, Appentura sells its gift certificates almost exclusively online. Over the years, they built strong expertise in online marketing and digital sales channels which now results in a competitive advantage. The first 5 years, Stefan completely bootstrapped the company, investing every CHF earned back into online marketing. In 2019, the company participated in the “Höhle der Löwen” show and was able to win Bettina Hein as an investor. Going forward, Stefan plans to expand the business internationally. They have already run successful “test experiences” in Germany and the US and are planning to roll out larger scale offerings as soon as Covid permits. He also sees large untapped potential in the surprise gift market for businesses and wants to position Appentura in that area as well.

Memorable Quotes

“Offline Werbung machen wir praktisch nur noch, wenn sich eine einmalige Chance ergibt. Mit unserem Budget ist es aber momentan nicht wirklich ein Thema.”

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About Martin Godel

Martin Godel is the Head of Small and Medium Size Enterprise Policy at the State Secretariat for Economic Affairs (SECO), based in Berne. In 2002, he earned his Master’s Degree of Law and Diplomacy from Fletcher School, administered by Tufts and Harvard University. For nearly two decades, Martin has held various positions in business endeavours, including Head of the Swiss Business Hub for the Embassy of Switzerland in Japan (2007-2010) and Counsellor for the Swiss Government (2002-2004; 2005-2007). Godel’s main concerns are relieving the administrative load through e-government tools and assuring prime conditions for SME’s access to funding.

Has contact with government paperwork made your company weary and in need of a smart fix? Progress may seem slow, but governments are definitely moving towards more efficient, unified solutions. Today, we hear Martin Godel, the brains behind the Government-to-Business e-platform EasyGov since 2017.

1. Why is e-government so vital to you? What motivated your investment?

“The need was clear, but nobody was doing it.”

Martin’s interest is clear: “e-government wants to make your life easier”. Luckily, Martin noticed the gap in the digitalisation of company registry and hopped in: this marked the beginning of EasyGov. By combining hard tech expertise and a politically-engaged network, his platform “aims to offer everything a company needs during its lifetime when it comes to business-to-government interaction”.

2. Do you believe Switzerland is a bit late to the digital party?

“Slowly, things are building up.”

Martin is positive that Switzerland is quickly catching up with the early advances of countries like Estonia. After all, creating a crisp platform is not all about having a good-looking website. However, some key features are still missing: most important of all, government-regulated electronic identity systems.

Companies know how efficient recognition is vital for closing contracts briskly and polishing applications. So, what’s left? Legally speaking, the Swiss Parliament accepted the initial proposal. The response of the Swiss electorate to the e-ID Act referendum of March 7th, 2021 will determine the next step.

3. What part does Swiss federalism play here?

“Every platform must recognise it’s not the only platform, and is part of a much larger ecosystem. However large and broad and good the platform may be, it is never the only one.”

It is natural to see how centralised states like Estonia have an easier time balancing platform offer. In contrast, Switzerland’s 3 federal levels, by working with largely independent ministries and services, present an ocean of digital initiatives.

Platform creators are bound to feel a bit overwhelmed. Martin has navigated those currents before, so he keeps some valuable tricks up his sleeve for new developers:

• Welcome diversity by choosing collaboration over exclusivity. Centralised states, for example, can have a harder time adapting to such a productive ecosystem, so embrace your context and surf that wave!;
• Create diverse integration patterns. Your system needs to accommodate all levels of digital maturity, since all companies move in different ways: instant connection through API (Application Programming Interface) allows for faster data transmission, but other partners may still prefer the “signed-by-hand, delivered-at-your-door” approach.

5. How can a start-up work with the EasyGov platform? Can you walk us through the process?

• Consider your starting point. Do you already have an established company? If not, you can always make that first great leap with the form available for that purpose. Thanks to EasyGov’s handy bundling, you can reach 5 important government agencies in a single contact;
• Once you’re set, you’ll find over 30 procedures at your company’s disposal:

– Business registry changes and brand registry;

– Instant connection to Intellectual Property institutions;

– Application for secure, government-proved loans;

– Balance of legal pursuits (Betreibungsauszug);

– Salary declarations for social insurance deduction (and many more!).

EasyGov knows it’s not all about providing service. Compromise and proactivity are the backbone of a helpful platform. Here is what marks EasyGov’s commitments:

• Universal access;
• Free of charge!;
• Helps non-IT-trained companies make a smoother transition to the digital world;
• Reduces layers of possible error: just like medieval scribes, data typists are human and prone to stumbling every now and then. Leaving manual integration behind might just be the answer for data treatment that is fluent and accurate;
• Self-aware: undergoing frequent re-evaluation of the model’s statistics contributes to quick troubleshooting;
• Supportive during rough times: as the Covid-19 pandemic turns everyday life upside down, EasyGov’s unified application processes simplify efficient credit agreements for liquidity in the least bureaucratic way possible.

6. Any future features you’d like to share?

As of now, Martin envisions two new handy services for the platform:

• The first fully-digital service of special work-hours regulation, allowing employers to declare and track night-shifts and Sunday work with effortless transparency;
• Permits for smooth foreign worker integration — an all-too-important step for Swiss immigrational inclusion, since this kind of service only exists in about 4 or 5 cantons.

Hopefully, the addition of new services to easygov.ch will create a domino effect just like cross-selling in on-line shopping: if one works perfectly, why not try the rest?

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About Karim Nemr

Karim Nemr is the co-founder and CBO (Chief Business Officer) at PXL Vision, an ETH spinoff focused on digital identity verification. Karim started his career as a business developer at Dacuda, the company founded by Swisspreneur guest Michael Born. He joined the company at a very early stage and was heavily involved in their later exit to the American company Magic Leap in 2017. After Dacuda had been acquired, he soon decided to leave the company for a new venture – PXL Vision – which he had conceived with 4 of his former Dacuda colleagues.

To date, PXL Vision is most renowned as the technology provider for the SwissID solution and for their customer verification and onboarding solutions for enterprises. In May 2020, PXL Vision secured CHF 4.6 m in seed financing. The investment round was led by SIX Fintech Ventures. The company has also been awarded the Swiss Economic Award and was admitted to the SEF Upscaler Program. Going forward, PXL Vision wishes to expand geographically and also branch out into additional use cases beyond customer onboarding.

Karim holds a Bachelor in International Business Administration and Hospitality Management from École Hôtèliere de Lausanne.

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Memorable Quotes

“Aus KMU Sicht gilt es wirklich komplett neu zu denken. Digitalisierung ist nicht nur der Weg wie man den Kunden digital erreicht.”

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About Aleksandra Laska

Aleksandra Laska is a partner at Redalpine and expert Venture Capitalist with broad experience in board management and investment operations. With a background in Law and Finance, she spent 5 intense years on Goldman Sach’s trading floor. In 2013, she started her own business journey with MobileDots Ltd. Believing “people are the foundation for any company’s success”, she holds strong commitment and enthusiasm for solving problems in creative, sustainable ways.

See Aleksandra’s LinkedIn here.

Check Redalpine’s website here.

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Resources:

• The TLDR Newsletter
• Sifted: Startup Europe explored through grown up reporting
• Daily Pnut
• WIRED
• TechCrunch

Ever wondered how the everyday hustle-and-bustle of the life of a Venture Capitalist looks like? The community has asked, and Swisspreneur has answered! Today, we interview Redalpine partner Aleksandra Laska for an experienced account of navigating the VC world.

• How does a day in the life of a Venture Capitalist look like?

“It’s never boring!”. The answer may sound a bit cliché, but there really isn’t a strict routine to follow. Usually, Aleksandra will dedicate her first work hours to due diligence research and deal sourcing. Then, she’lll move on to working with portfolio companies. The time dedicated to each task varies widely, depending on the deal flow, the company’s groove and the current circumstances of the time. In the first COVID-19 lockdown, for example, portfolio companies needed additional support: this shows how you must keep the communicative flow in the face of hard times.

However, Aleksandra’s favourite part is certainly the intellectual stimulus! Engaging with other VCs who challenge one another keeps her on her toes and up to date with all that is happening in the ecosystem.

• Becoming a VC is not exactly the most traditional choice for university graduates. How did it happen?

“I feel that VC really combines both: the financial background, but also the entrepreneurial, the ‘tech-y.’”

As a college student, Aleks couldn’t exactly put a finger on what Venture Capitalism really was. After spending 5 years on the trading floor for Goldman Sachs and starting her own business, she quickly “fell into it”. Aleksandra wished to be exposed to many different ideas, backgrounds, and mindsets: entrepreneurship, “combining the best of two worlds”, is the place to go for innovation!

• What lessons did you receive from working at Goldman Sachs? What advice can you give for maintaining mental and physical balance?

“First and foremost, I think it’s important to look after yourself. If you don’t, it’s very difficult to do a good job or help other people out.”

Aleksandra confesses it’s a long learning process. Going through such an intense experience can seem daunting for new graduates. Luckily, there is a way to keep your head afloat! Here are Aleks’s recommendations:

– Carve out a moment for introspection — yoga and meditation are great options;

– Seek a distanced approach, even if the world seems ready to collapse;

– Try your best to eat healthy and sleep properly.

However, being part of a fast-moving mechanism brings its share of lessons:

– The ability to remain calm and manoeuvre tricky situations, while transmitting that same sense of ease to others;

– A valuable network for years to come: as former partners branch out to diverse industries, all brainstorming sessions will become incredibly fruitful.

• How should start-ups reach out?

Imagine elevator chatting: when time runs short, you aim for quality, right?. We all know long-winded messages are bound to stay buried in a pile of unread mail, so strive for a crisp introduction with a pinch of personality. Attach your deck for further constructive feedback and you’re golden. Vision pitches catch the attention for their courage and passion; problem statements, in the meantime, show responsibility and organisational skills.

• Any defined criteria for suitable investments?

“It boils down to the entirety of the business.”

As Aleks recognises, nothing is “set in stone”. Deciding to invest in an idea at seed and early stage, as Redalpine does, definitely seems like rocket science.

However, investors should pay attention to certain key aspects. Product/market fit, a reliable prototype (MVP) and early traction are reassuring signs: they show how the original idea can bloom into an impressive market tour de force.

Just as importantly, check for previous entrepreneurial experience and team fit. In case of doubt, reach out to your network and hear what they have to say!

• What are you looking for in a pitch deck?

“A complex idea in simple terms”: you have 10 minutes to make your best leap, so use them wisely! Here’s how to shape your strongest pitch presentation:

– Get down to business and focus on solutions;

– Be clear about where you stand: at what stage is the project? What is your financial plan?;

– Show awareness of the competitive landscape: what makes your idea ground-breaking?;

– Talk about your team and appreciate its diverse skill sets;

– Don’t rely too much on templates: like a business card, a pitch deck should reflect your company’s unique goals.

• What is the next step?

After challenging the company’s proposals and discussing things internally, trusting a great gut feeling and a constructive phone call are all it takes to build a connection. As Aleksandra says, “the money is a very small part of being an investor”. For the other side of the game, if the feedback wasn’t what you wished for, remember commitment is a two-way street, so keep showcasing your company’s achievements on all channels you have available — you never know when the perfect moment will come and someone will notice you!

• What are your go-to strategies for nurturing your portfolio companies?

Aleks knows how being a founder can be “a very lonely job”, as everyone expects you to keep the ball rolling at every moment. The right investor can play an invaluable role in the success of a company by:

– Position your companies for the best possible outcome by helping with later funding rounds;

– Use your extensive network to help filling key-roles;

– Lastly, let founders be founders: “ultimately, it’s their idea, their brainchild”.

• What is the investor profile for Redalpine? Any advice on attracting deal flow?

Redalpine funds are financed by a tight-knit community of LPs (limited partnerships) that range from individuals to banks and insurance companies as well as family offices. For a strong deal flow of promising companies, Aleksandra recommends the following:

– Ask your portfolio companies for feedback: how is it like to work with you? Potentially also ask for introductions to other great companies. Startups usually know their peers best;

– Be present through networking and mentoring, securing possible bonds early on: getting to know a founder while ideas are still brewing in his mind fosters reliance;

– Be proactive and deep-dive into your ecosystem, “hopefully fishing out the best ones!”.

• What is it like to be a female VC?

At Redalpine, Aleksandra feels valued among her peers, though she is “fully aware that, unfortunately, that’s not the case with many female VCs out there.” Lack of diversity is a structural problem extending far beyond STEM and the entrepreneurial world, either by conscious segregation or by unconscious bias.

Thankfully, the tables are turning. If you wish to nurture a more inclusive community where all voices are heard, the law of attraction is on your side! Keeping a strong female model at the table may encourage other aspiring female VCs to raise their hands and join along. If you are hesitant on diving in and embracing VC yourself, don’t let glass ceilings frighten you: your journey is limitless.

Aleksandra’s final advice:

1. Keep an open mind: trust your power of analysis, but remember we can only grow by weighing and confronting our own perceptions and biases.
2. Stay off the beaten track with your reading.
3. Stay curious: only by listening are you able to imagine and innovate.

About Judith Bellaiche and the Parliamentary Group for Startups and Entrepreneurship

Judith Bellaiche is a Swiss national politician (Swiss Green Liberal Party, GLP) and co-initiator of the Parliamentary Group for Startups and Entrepreneurship. She was first introduced to the Swiss startup landscape during her tenure in the Zurich cantonal parliament. In 2016, she, together with other politicians and lobbyists, pressured the administration to abandon a new, disadvantageous way of calculating the wealth tax for early stage founders. In 2019, Judith was elected to the Swiss National Parliament (Nationalrat). There, she teamed up with fellow parliamentarian and former Swisspreneur guest Andri Silberschmidt to launch the Parliamentary Group for Startups and Entrepreneurship. Through this working group which managed to attract politicians from across the political spectrum, they hope to improve the framework conditions for startups in Switzerland, starting with easier access to talent from non-EU countries through a dedicated startup visa. Judith holds a Law degree from the University of Basel and an executive MBA from the University of St. Gallen.

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Memorable Quotes

“The broader our reach, the more support we have from every party, the stronger we will be.”

“We need to make people realize how important startups are to the economic prosperity of our country.”

“We need to engender in Switzerland an appetite for risk and for success.”

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