Executive Leadership
Clear direction. Accountable execution.
I connect strategic direction with operational and financial performance—clarifying priorities, making consequential trade-offs and building the governance and leadership capacity required for sustained results.
Across railway infrastructure, industrial transportation engineering and national safety-critical operations, I have worked where strategic choices directly affect safety, people, business performance and long-term resilience.
How I lead
Clarity and judgment
I begin with the outcome, the non-negotiables and the trade-offs. I encourage informed challenge, weigh operational and economic consequences, and make decisions when waiting creates greater risk.
Clarity matters when it enables others to exercise sound judgment and act with confidence.
Accountability and people
I establish clear decision rights and escalation, then give managers the context, trust and standards to own outcomes.
At Geneva ACC West, I earned the commitment of experienced supervisors and domain leaders by taking their operational realities seriously, making priorities and constraints explicit, and personally advocating for the changes that mattered. This helped turn specialist expertise into coordinated action across capacity, staffing and training.
For me, sustainable performance depends on aligning organisational needs with people's ability to contribute, develop and find purpose in their work. Clarity, autonomy and accountability must reinforce one another.
Leadership at scale
Geneva Area Control Centre: approximately 130 people, CHF 35 million operating budget, and direct accountability for safety, operational performance and resource allocation. The activities represented around 30% of Skyguide’s revenues.
In 2023, alongside that role, I served as interim Head of En-Route Operations, reporting to the COO. This national responsibility encompassed two control centres, approximately 250 people, a CHF 70 million annual operating budget, around 1.3 million flight movements and activities representing roughly 60% of company revenues.
Safety was non-negotiable. Within that framework, staffing, capacity, continuity and resource decisions had direct consequences for service delivery, costs, revenues and contractual exposure—across immediate and multi-year horizons.
Strategic choices and sustainable change
Executive leadership also means choosing where to commit scarce resources—and when to challenge a proposed course of action.
I prioritised workforce, technology and capacity initiatives against safety requirements, strategic value, operational risks, available resources and expected benefits.
On a major infrastructure initiative, I challenged the readiness for operational endorsement when operational requirements and longer-term assumptions required further scrutiny. The objective was to strengthen the evidence and decision-making process before further commitment.
I also worked to reinforce recruitment, training capabilities, workforce planning and operating practices, addressing structural constraints and strengthening the organisation’s capacity to sustain performance.
Working across boundaries
Before aviation, I worked at Egis Rail and Bombardier Transportation, bridging public-sector clients, engineering, industrial delivery, suppliers, validation and commissioning.
At skyguide, I coordinated with counterparts in Zurich and neighbouring European control centres on interdependent operational matters.
I also held strategic responsibility for the relationship with France’s air navigation service provider, DSNA, encompassing delegated services worth approximately CHF 40 million annually and requiring alignment across operational, technical, contractual and executive interests.
Across these experiences, a consistent challenge has been to align competing objectives and organisational boundaries around decisions that can be implemented.
For leadership opportunities where strategic direction must become operational results.
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