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Switzerland Global EnterpriseAmbassador
Oct. 2024The Swiss model of ‘live hidden, live happy’ is outdated. Like Roger Federer or Nespresso, let's be honest, we're doing things right and it's okay to talk about it like that.
VeryxHead of Strategic Development
Jan. 2024SwitzerlandIn charge of the company's strategy and development
Succèo.Co-fondateur et responsable de la stratégie
Jan. 2024Suisse
FabEloBusiness Coach
Jul. 2022Genève, Suisse
QYFFounding director
Apr. 2022Geneva, SwitzerlandOn the visible side: we help our customers to save time and gain visibility for your business using 30-in-1 delegation. On the invisible side: we position them as business leaders with a premium offer, and clarify the values and foundations of their business. Our difference: +30 talents by Swiss standards for the price of just one salary. Specific case study : Showroom website and integration of a management tool for the GreenArt company (early 2020 to present).
- Project objective: creation of a website for these 3 showrooms and digitalisation of sales operations.
- Strategy used: creation of an e-commerce website, implementation of a management tool facilitating all operations (contacts, offers, invoices, stocks, receipts and follow-up) and training on social networks.
- Role and responsibilities: external consultant for the digital strategy, coordination of our teams for the creation of the website and training on the tools. - Results: thanks to the management tool, no more Excel spreadsheets, no more post-it notes and no more documents that don't communicate with each other. In terms of sales, the company achieved a +150% increase in turnover in the middle of Covid, and the event co-organised for the inauguration bore fruit.
- Lessons learned: "Working with the Henchoz family, who are as innovative as they are supportive, is the hallmark of a family business that works. The positioning we've chosen, with top-of-the-range products and services similar to our own, makes it easier to continue working with them for as long as we have... who knows, even longer in the QYF? 😉".
Time for the PlanetPartner
Dec. 2021Lyon, Auvergne-Rhône-Alpes, France
Terra LuceResponsable du développement stratégique
Jan. 2021Genève, Suisse
SPBC GroupFounding director
Jul. 2020Geneva, SwitzerlandGroup of several companies in different sectors (mainly marketing, business management, logistics, construction & medical)
Amiante Swiss ExpertDigital Business Development Manager & Partner
Jan. 2020 - Dec. 2023Geneva, SwitzerlandResponsible for digital business development (marketing, communication, sales), complete rebranding of the brand and support for operations. Specific case study: Commercial development of two of Michaël's businesses (building and logistics) (early 2020 to present) - Project objective: to capitalise on the commercial development of the entities, and to support the manager in his management, after buoyant years (750 million turnover in 2015).
- Strategy used: implementation of two commercial and digital strategies, implementation of digital tools, and negotiation of major international contracts in a crisis market for the logistics company.
- Role and responsibilities: in addition to advising management, he was in charge of operations and overall business development.
- Results achieved: for the logistics company, development of an international range of medical products during Covid, on 3 continents. For the construction company, back in business at the beginning of 2022, with stabilisation of previous sales, and development in the French-speaking part of Switzerland.
- Lessons learned: "Michael has expertise in large structures and central purchasing bodies. Above all, I was able to provide him with a vision that complemented his experience, to simplify his day-to-day activities by automating low added-value tasks and finding competitive suppliers."
CartapulseBusiness Development Manager & Partner
May. 2019 - Dec. 2023Geneva, SwitzerlandComplete rebranding of the brand, operations management, selection of a network of local partners, global commercial development (Marketing, Communication, Sales) and management (financial, human, material and IT). Specific case study for one of our customers: Creation of a marketplace for CCI Geneva members within the Cartapulse business (mid-2019 to end 2022) - Project objective: adapt Cartapulse's marketplace for the CCIG, and create a complete communication package around the membership card.
- Strategy used: convince the institution of the merits of the project, create a platform dedicated to the CCIG on the solid base of Cartapulse, develop a brand image, institutional communication, training for members and employees.
- Role and responsibilities: spokesperson for the project vis-à-vis the institution, political players and CCIG members, as well as complete management of the project, including monitoring of communication and training.
- Results achieved: A large proportion of member-companies signed up to the system, despite some reluctance during the Covid period (1000 out of 2500), and development of the CCIG's image among its members in terms of its digital offering. - Lessons learned: "The CCIG is an important institution in Geneva, which is hosting the International Congress of Chambers of Commerce in 2023 (12,000 entities registered). With membership difficult to prioritise in the middle of Covid for both members and staff, the project will certainly come to the fore during the digitalisation phase of the new generation of entrepreneurs who are increasingly taking their place. What's more, this opportunity has opened up countless possibilities for us to develop Cartapulse with member-companies, which will grow from 100 to 10,000 holders of our physical and digital cards".
Markable SàrlDirector of Operations and Business Development
Jan. 2018 - Apr. 2020Geneva, SwitzerlandMandate of Operations & Business Development Director: strategy, development and management Specific case study: Complete structuring and commercial development of the Markable company (early 2018 to mid-2020).
- Project objective: to structure the company from the outset in commercial and operational terms.
- Strategy used: identification of the company's values and culture, implementation of a commercial and digital strategy, participation in events and research into innovative products.
- Role and responsibilities: in addition to advising management, he was in charge of operations and overall business development.
- Results achieved: in 2 years, the company achieved a 10x increase in turnover (500,000), with an agile and adapted structure, before achieving a 3x increase the following year (1.5 million) in the midst of covid.
- Lessons learned: "To this day, Alex is the only client who started by thinking before acting, which has now led us to a full service between strategy and commercial, physical and digital development. Since then, he's become a friend who I continue to guide from time to time, according to his needs.
Spring Brothers Irish PubResponsable développement commercial & Associé gérant
Jan. 2017 - Dec. 2017Genève, SuisseMandat de gérance : stratégie, développement et pilotage + service & cuisine Étude de cas spécifique : Sauvetage quasi-réussi d’un « irish pub » au centre-ville de Genève (année 2017) – désormais fermé et repris sous le nom de Flanagan's Genève. • Objectif du projet : avec la franchise de Genève près de 600'000 CHF (annoncé à 200'000) de dettes, remise sur pied d’une affaire commercialement viable.
• Stratégie utilisée : après une phase de stratégie de financements et commerciale, les licenciements des salariés et engagement de temporaires, refonte de l’animation en accord avec les limitations judiciaires imposées, développement d’une offre autour de produits locaux et participation à des événements estivaux au vu du manque d’activité.
• Rôle et responsabilités : gérance en quatuor de l’établissement, responsable de la stratégie et du développement commercial, soutien au service et en cuisine. Négociation avec les créanciers, gestion des clients et collaborateurs difficiles.
• Résultats obtenus : réduction de 50% de la dette en 10 mois, avec une période estivale au point mort, augmentation du panier moyen de 25% sur les boissons et 30% sur la cuisine, puis revente de mes parts pour donner suite au non-financement de la seconde phase par les propriétaires des lieux et la reprise de la franchise aux USA.
• Leçons apprises : « On ne parle souvent que des projets réussis, et pourtant mon aventure au « Spring » a été un des meilleurs apprentissages de ma vie d’entrepreneur : clarifier les attentes, mieux définir les besoins, contractualiser les promesses et dans de telle situation, être le seul commandant à bord. Cette expérience amère sur le moment reste une aventure incroyable autant humainement que professionnellement, avec des résultats atteints de manière incroyables malgré le contexte toxique et des impayés qui m’ont longtemps suivis ».
SchaubInnovationBusiness coach
Jun. 2014Geneva, SwitzerlandBusiness architect, expert in corporate strategy and business development, role of PR-coach-mentor-speaker. Active in both commercial strategy (marketing, communications, sales) and management (financial, human, material and IT). A pure entrepreneur, I am a partner and involved in various forms in different innovative, useful and sustainable structures (the most visible are below) and a member of different entrepreneurial networks (BNI, CCIG, etc.). Specific case study : Repositioning the CEO of Lane Digital to the position of CEO (mid-2019 to end 2022) - Project objective: Céline Arethens was in the midst of a separation from her previous partner and needed to take on a new CEO role in her new structure, if she was not to be on all fronts.
- Strategy used: using our 4-stage "PILOTIS" module (based on the 4 stages of change), we covered both the attitudes and postures to adopt and the practical management tools.
- Role and responsibilities: as an external consultant, Fabien's responsibility was to guide Céline through the 4 phases of change in her posture and positioning as a company director. - Results: thanks to this repositioning, Céline has been able to develop her business in a more serene way, independent of her permanent presence and a prosperous growth from 2 to 10 employees in 2 years, and the integration of the very famous EO Suisse Romande programme.
- Lessons learnt: "Céline, in addition to her professionalism, which we have been able to put to good use for some of our customers, is part of this new generation of female managers who are really working on their own well-being as well as doing good. The results go even further, as she delegated the entire management of her company to take over the management of a major industrial group".
Speec SAChargé de communication et membre de la direction
Nov. 2008 - Jun. 2014Genève, SuisseDifférentes responsabilités : secrétariat, vente, marketing, communication et membre de la direction du groupe familial (Ch. Schaub SA et Speec SA, devenus Swissohm)
Hälg GroupEmployé de commerce
Aug. 2005 - Aug. 2008Genève, SuisseApprenti employé de commerce en maturité professionnelle commerciale
Poney Club de PresingePalefrenier
Aug. 2001 - Jul. 2005Genève, SuisseMa réelle 1ère expérience professionnelle (hors les petits travaux dans l’entreprise familiale) : Soin des chevaux, entretien des installations, accueil des cavaliers et autres tâches annexes à l’activité. Environ 1 mois chaque été, et sur demande de remplacement plusieurs fois dans l’année.
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