Who's McKinsey Switzerland?

trained as an optician

Precision, empathy, and a clear focus on the client

—What was your journey to McKinsey, and what did you learn along the way?

Before studying at ETH Zurich, I trained as an optician in the canton of Aargau. It’s a profession that requires millimeter-level precision, for instance when you’re measuring or grinding eyeglass lenses. This need for accuracy now shapes how I analyze problems and develop hypotheses. The client focus has carried over as well. As an optician, my guiding principle was to be responsive to each customer’s needs. That same empathy is just as valuable in my work with clients today, especially when it comes to making complex topics clear and understandable. Back then, I often had to explain technical or biological concepts, such as the anatomy and function of the eye, in a way that anyone could understand. That experience still helps me today.

—What about your problem-solving skills?

As an optician, the problem was usually clear: customers knew they needed new glasses. In consulting, the challenge is often different. We first need to get to the bottom of the issue: what the client is trying to achieve, and what the real underlying problem is. That requires structure. You have to develop hypotheses, test them, and work your way forward step by step until you identify the right path.

—How do you like your current work environment and consulting?

I’ve been truly impressed by the openness and strong team spirit. The culture has shown me that consulting fits my working style well. Client focus, precision, and clear communication are skills that have shaped me for a long time, and they combine well with curiosity and a willingness to learn. My advice to anyone interested in consulting would be to speak with people who already work in the field. It’s the best way to get a realistic picture of the environment and the opportunities.

bridges local roots and a global perspective

Where local insights shape global thinking​

—How would you describe the sense of community at McKinsey?

I felt comfortable in the office right away because the atmosphere was informal and friendly. It reminded me a bit of home. I come from a small community in Valais where people see one another regularly, and there’s a real sense of belonging. Even when you don’t work on the same project, you get to know one another. People at McKinsey come from many different backgrounds, but we share a common ambition and a strong sense of togetherness.

—What is it like to work as a consultant in Switzerland?

Switzerland is an interesting market because it sits at the intersection of several cultures and languages. It’s home to both traditional Swiss companies and many multinational organizations. The standards are high. Clients are not looking simply for a good answer; they expect the best possible answer – clearly structured, well-thought-out, and precise. That can be demanding, but it’s also motivating and makes the work exciting. I also find it enriching that we often work in mixed teams, combining local colleagues with international experts.

—What does that mean exactly?

You always need to understand the local context. What is the client’s business culture? What is the most effective way to communicate? At the same time, you need the best specialist expertise and industry experience. We’re at our most effective when we bring those elements together. It also makes the work more exciting, especially as a young consultant, because there’s always something new to learn. The same applies when I work on projects abroad.

competed in figure skating

Bringing composure, preparation, and team spirit to every challenge

—Did you have a specific routine before a big figure skating performance that you now use before important client workshops? If so, why does it work?

When I was waiting to go onto the ice before a competition, I tried not to watch the other competitors. By that point, there was nothing more I could do to improve my performance – the hard work was already behind me, so comparing myself with others was not helpful. I try to bring the same mindset to my work today: prepare as thoroughly as possible. Whether in skating or at McKinsey, strong preparation gives you the confidence to handle the situation in front of you.

—Pressure before a performance vs. pressure with a client: How did figure skating or your SPHAIR assessment teach you to perform in time-critical, high-intensity moments?

There is always a moment to breathe. In high-pressure environments, whether in sports or at work, you are expected to be at the top of your game. I remember watching skaters I admired take a few seconds before a performance to feel the ice beneath their skates, look at the crowd, breathe, and remind themselves that they could do it. Taking that brief moment to ground yourself and appreciate the situation you are in can provide a strong foundation for performing well, even when those few seconds feel like a lifetime.

—In sports, coaching usually comes from a coach. Are there parallels with mentoring and coaching at McKinsey?

I have always had huge respect for my coaches, just as I do for the senior leaders at McKinsey whose advice I greatly value. However, there is also something particularly relatable about learning from teammates or colleagues who are just a few steps ahead of you. I find it immensely reassuring to hear the experiences and advice of peers who have a little more experience, both in skating and at McKinsey. They are always willing to guide and support others because they were in the same situation not long ago.

—You are used to going the extra mile. What is the atmosphere like in the team room?

Sports taught me that working hard can still be fun. I’ve maintained that attitude at McKinsey, where I take pride in what I do while sharing both challenging and joyful moments with my colleagues. And when the hard work pays off, we get to celebrate what we have achieved together.

builds consensus across cultures

Finding common ground across cultures and perspectives

—Why do you think McKinsey’s local roots are important?

I come from a small community in Aargau, where people know one another, get involved, and take responsibility for the common good. At the same time, I often work on international projects and travel to fast-paced cities. That contrast helps me shift perspective. In consulting, you have to understand and empathize with many different types of clients. My background makes it easier for me to build a connection and communicate in a way that resonates, both in Switzerland and around the world.

—What makes Switzerland an exciting location for you?

My home canton is very well connected in terms of its geography and infrastructure. You can get to Bern or Zurich quickly, for example. In many ways, that reflects Switzerland as a whole: we’re a small country, but deeply connected to international trade and business flows. In consulting, we work with many companies headquartered here that operate globally. That creates the opportunity to stay locally rooted while building an international career, whether through projects, global teams, or even moving to another office. I’m proud when I can make a difference here, especially because that impact often extends beyond Switzerland.

—How do you feel about being a consultant in the Swiss office as part of a global firm?

When I work on projects abroad, I notice that many things are consistent across our global firm: our methodologies, quality and service standards, and some of the “typical” challenges we help clients solve. I also notice that certain “positive” associations with Switzerland, such as responsibility, punctuality, reliability, and especially a consensus-oriented mindset, are often seen as helpful. In strategy projects, expertise alone is not enough. You also need to bring the right stakeholders to the table and create the right conditions for people to align on a direction. That requires openness to different points of view, which is something we strengthen through teams with diverse backgrounds.

swapped the courtroom for strategy consulting

Combining legal rigor with the power of diverse perspectives

—Many law graduates take the traditional route into a law firm or the judiciary after their studies. What motivated you to choose a career in strategy consulting at McKinsey?

I actually did take the traditional route at first! After graduating, I passed the bar exam and worked as an attorney, primarily in mergers and acquisitions. I moved to McKinsey after completing my MBA at INSEAD because strategy consulting combined much of what I already loved about law and the new dimensions I was looking for. Both professions are highly service-oriented, offer huge variety, and require you to solve complex challenges together with clients, think rigorously, and build convincing arguments. However, in mergers and acquisitions, I often found myself wanting to go beyond the legal mechanics of a transaction and understand the strategic questions behind it: Why do some mergers succeed while others fail? At McKinsey, I can explore those questions and support clients from the initial idea through implementation and impact.

—Law is often about the precise analysis of complex issues and structured argumentation. How does this “legal lens” help you today in your day-to-day role as a Partner, when working alongside CEOs and leadership teams on major transformations?

The legal mindset remains incredibly valuable. Law trains you to distinguish facts from assumptions, pinpoint the critical issue, and communicate your reasoning clearly and logically. Those skills translate directly into strategy consulting. Major transformations rarely have simple answers. Leaders have to balance competing priorities, navigate uncertainty, and align multiple stakeholders. My legal training helps me break that complexity into manageable components, challenge assumptions, and consider different perspectives before reaching a conclusion. And just as presenting a case requires a compelling argument, consulting ultimately depends on communicating effectively and bringing people along on the journey.

—The Geneva office has a unique dynamic due to its proximity to international organizations and the culture of French-speaking Switzerland. What makes the location special to you personally, and how is this local Swiss identity reflected in your work with clients?

Geneva offers a unique blend: it is highly international and cosmopolitan, yet distinctly Swiss in the way people work. Global organizations, entrepreneurs, large corporations, and public institutions interact within a relatively small ecosystem, creating an intellectually stimulating environment and remarkable diversity of perspectives. Geneva’s size also means that personal connections matter deeply. We build long-term, trust-based relationships with clients and often support them through multiple chapters of their transformations. Our office has a similarly close-knit culture. We work hard, but we also genuinely enjoy spending time together, whether that means skiing, running, or simply meeting up outside work.

—Today, you lead large teams with colleagues from a wide variety of disciplines – from medicine and engineering to business. How do you experience the value of this diversity in your daily project work and problem-solving?

One of the things I enjoy most about McKinsey is working with people who think differently because they have taken different paths. A physician approaches a healthcare challenge differently from an engineer, a lawyer, or a data scientist. Bringing those perspectives together leads to more innovative and robust solutions. The most successful teams are rarely those in which everyone shares the same expertise. They are the ones where people respectfully challenge one another and build on each other’s ideas. As a Partner, I see it as my responsibility to create an inclusive environment where every voice can contribute.

—As a Partner, you play a key role in shaping the culture at McKinsey in Switzerland. What advice would you give young talent – especially women or students without a business background – who might be a bit hesitant about stepping into consulting?

My biggest piece of advice is: don’t underestimate the value of your unique background, and don’t self-select out! Some of the strongest consultants I’ve worked with came from non-traditional academic backgrounds. McKinsey isn’t looking for one profile to replicate. We look for curious people who enjoy solving complex problems, collaborating with others, and continuous learning. Consulting offers strong mentorship, ongoing feedback, and the opportunity to develop rapidly. If you are intellectually curious, driven to create impact, and willing to embrace a steep learning curve, it can be an incredibly rewarding career – regardless of what it says on your degree.

played in the Swiss National Football League

Persistence, teamwork, and a focus on results​

—In our research on leadership, we often talk about the so-called “athlete's mindset.” To what extent do you recognize yourself in that?

I played football for many years before shifting my focus to my studies. Even so, I took a lot away from the years of intensive training and matches on the pitch – not just perseverance. When there’s a lot at stake, it’s important to pause and ask yourself what really matters in that moment to achieve the goal. Staying calm, focusing on the essentials, and supporting one another as a team are just as important in consulting as they are in sports. This same mindset applies to strategic questions. What is the right team lineup? Who should I pass the ball to? On client projects, too, it is about understanding roles clearly, making the most productive use of each person’s strengths, and taking responsibility at the right moment.

—Coaching plays an important role in sports. Is there a similar culture at McKinsey?

Coaching is an integral part of everyday life in sports, whether it comes from the coaching staff or from teammates themselves. I found a very similar culture at McKinsey. What particularly impresses me is that you don’t learn from just one person. You learn from people at many different levels of seniority. I admire the experience and vision that partners bring, while also receiving very practical, day-to-day coaching from colleagues who are the same or a similar stage in their careers. I find that interplay particularly valuable. What struck me most in my first project was how willing everyone within the team was to support and actively coach one another. Colleagues deliberately took the time to help each other, regardless of formal roles or titles. That culture of peer coaching reminds me very much of what I experienced in team sports.

—Team collaboration must be very important to you, in that case?

Absolutely. It is important to me to actively integrate new people and give them any guidance they need. When people feel comfortable, they are able to perform at their best. That is especially important consulting, where project teams are frequently coming together in new combinations. The right attitude is also crucial. In sports, you inevitably experience difficult periods when results are disappointing and morale begins to slip. How a team handles periods like that makes all the difference. I try to bring positivity to the team, even in challenging situations, and to keep everyone focused on moving forward. Equally important is taking responsibility within the team. Everyone has an active role to play, and when we work together, great things can happen!

studied philosophy and mathematics with a focus on formal logic

Curiosity powered by analytical thinking​

—What was your path to consulting and what motivated you to pursue this career?

I studied philosophy and mathematics, with a focus on logic, then earned my PhD and started my professional career in public administration and the parliamentary environment in Bern. I was eager to understand economic contexts in greater detail. I realized that if I wanted to help shape important decisions, I needed a first-hand perspective on the business world. That’s what led me to consulting. It gives me the opportunity to step back and look at complex issues from a broader perspective.

—Which skills from your academic background have proven particularly useful?

My analytical training has been especially useful: the ability to derive hypotheses quickly from large amounts of information, structure complex topics, and approach problems systematically. The combination of philosophy and mathematics has turned out to be a real advantage. At first, I had some concerns about the quantitative and analytical requirements, but those concerns quickly proved unfounded. A deductive approach, starting from fundamental assumptions and deriving logical consequences, is helpful when making well-founded decisions.

—How does your profile fit in with other team members?

I have deliberately sought out, and often naturally found myself in, project teams that are not made up exclusively of traditional business profiles. Colleagues with business backgrounds contribute concrete models and reference points, while others, for example, from scientific or philosophical backgrounds, bring complementary perspectives. That combination acts like a multi-layered filter and helps us take a critical approach to the topic. We challenge one another’s assumptions, and ultimately deliver better outcomes for our clients. As a Partner, I especially value diverse teams because they bring that breadth of perspective.

trained as an electronics technician

Curiosity, precision, and an eye for the bigger picture

—How did your initial training shape your current way of working?

I’m the first person in my family to earn a university degree. Before that, I wanted to learn “something with my hands”. Because I was interested in technology, I chose an apprenticeship as an electronics technician. That experience helped me develop a strong learning mindset at the age of 16. I learned how to quickly familiarize myself with new subject areas and how important it is to have the courage to ask questions. I also developed a strong eye for detail. During my training, for example, I designed circuit boards and circuits. Everything had to be precisely calculated and dimensioned because incorrect tolerances could cause real problems. I carried that curiosity and precision with me through my industrial engineering studies and my MBA. Today, they help me deliver high-quality work across different industries.

—How do you handle the high expectations of clients?

I am highly intrinsically motivated to contribute to high-quality work for the client, and of course to deliver results I can be proud of myself. Both during my technical training and in consulting, I was able to grow because experienced colleagues provided direction, while also giving me clear responsibility. At McKinsey, project managers and partners support me in developing my own approaches to solving problems. That combination of guidance and ownership is very powerful.

—What mindset is needed for this?

A healthy dose of curiosity, proactivity, and holistic thinking are essential. For me, exposure to consulting during my studies confirmed that it was the right environment for me. I think it’s very important for people to reflect on which topics and which kind of work environment truly fit them as individuals.

thrives on different perspectives

Different perspectives, stronger solutions

—How did you join McKinsey?

I grew up in Biel/Bienne and studied in St. Gallen. After a summer internship at McKinsey, I joined the firm full-time the following year. Working for a global firm in my home country offers the best of both worlds. I know the Swiss market and its unique characteristics, while also working on international projects for multinational companies and collaborating with experts from all over the world. That means I’m constantly learning across different industries and regions – all while being based right at home.

—What appeals to you about working here?

One of the things find most exciting is the diversity of the Swiss economy. Because Switzerland is a relatively compact market, it’s home to a remarkably broad range of industries. For example, many consumer goods companies are headquartered around Lake Geneva, while Zurich is a hub for financial services and technology. That variety makes our projects incredibly varied and allows us to develop skills that transfer easily to other industries.

—You mentioned that teams consist of both local and global members. Why is this important to you?

Having grown up in bilingual Biel/Bienne, interacting with different cultures was part of everyday life. Perhaps that’s why I particularly enjoy working in teams with diverse backgrounds and experiences. The best solutions rarely come from a single point of view. They emerge when people with different experiences, expertise, and perspectives come together to solve a problem as a team.

is a former member of the Swiss national handball team

Tackling challenges with curiosity and collaboration​

—How was your career as an athlete good training for your professional path?

I played handball successfully for many years and had the opportunity to represent Switzerland at world championships. During that time, fixed routines were essential. Training prepares the body and mind for intense situations, such as a tournament. In consulting, the challenge is different because projects typically run over longer periods. But one lesson applies in both worlds: whether you are ahead or behind, you have to stay focused because you always have a chance to turn things around. And the joy of delivering a successful project at the end is immense.

—Handball is a team sport – what is it like in consulting?

Teamwork has always been important to me. You achieve more together, and it’s more rewarding. Strong team dynamics are incredibly valuable, and everyone has a responsibility to help shape and maintain them. In sports, the team works toward a clear goal. Consulting is similar. It requires collaboration, endurance, and a shared ambition to develop effective solutions for clients.

—What is the best training?

In sports, you learn a great deal from more experienced players and coaches. They guide you through challenges, whether you are dealing with injuries, deciding whether to switch teams, or figuring out what to prioritize. The same is true professionally. Conversations with partners and project leaders are very helpful to me. Experienced colleagues share experiences that I haven’t had yet, provide guidance, give clear feedback, and support me in making decisions.

holds a PhD in experimental biology

From scientific hypotheses to strategic answers

—Instead of looking through a microscope in a lab, you now put companies under the microscope, so to speak?

Yes, exactly. Today, I no longer analyze biological samples; I analyze strategic questions for life sciences companies, particularly in research and development. Because of my academic background, I’m very familiar with their challenges, ways of working, and typical hurdles. At the same time, the way we work at McKinsey still reminds me a lot of science. We formulate hypotheses, structure complex problems, and systematically test our assumptions to support or refute them. The main difference is speed: we get the results of our “experiments” much faster, which allows us to develop concrete, actionable recommendations.

—How did your scientific work prepare you for consulting?

My scientific background helps me quickly understand the specific challenges facing my clients in the life sciences sector and engage with them as a peer on a technical level. Together with decision-makers, I can sharpen the most important questions and define concrete goals. Research also taught me how to communicate issues simply and clearly. Scientific work requires you to process enormous amounts of literature and data, so I learned how to identify what information matters, extract the key insights, and get up to speed on new topics efficiently. Those same skills are crucial in consulting.

—What do you like about the way of working in consulting?

During my PhD, I spent a lot of time in the lab and worked very independently. Of course, I also exchanged ideas with other PhD students and expert groups, but at McKinsey the way of working is much more collaborative. I enjoy that immensely. We work together as a team to achieve a common goal, with everyone contributing their own expertise and unique perspective. And in the end, we don’t just stop at observation or analysis. We develop concrete, evidence-based recommendations that help clients act.

combines pragmatism with global thinking

Connecting global capabilities with local impact​

—How do you perceive the mix of local and international work?

In my experience, speaking Swiss German can quickly create a sense of familiarity in certain situations. But what matters most is understanding the local context and adapting to different clients. At the same time, the work itself is highly international. Even if a meeting takes place in Swiss German, the input may come from all over the world: analyses from the US, exchanges with colleagues in London, or collaboration with specialized teams in India or Costa Rica. You are bringing the best knowledge and resources of a global firm to the local level. But for that global expertise to create real value locally, you still need to understand the relevant culture and market dynamics.

—What dynamics do you observe in the Swiss market, and what does that mean for your own professional development?

The Swiss market is particularly exciting to me because it combines two qualities: a very pragmatic, down-to-earth business culture and a strong international orientation. I come from Solothurn, where many companies have a technical, industrial, or craft-based character. In that environment, you quickly learn that solutions need to work in practice, not just in theory. At the same time, many Swiss companies operate in global markets and are deeply internationally connected, especially because of the country’s strong export focus. For my development as a consultant, that combination is extremely valuable. I learn to understand local market dynamics and expectations in very concrete terms while also bringing in international perspectives and best practices. That makes the work varied and helps me grow both analytically and practically.

—What does that mean specifically for your own daily work?

Most of my work so far has taken place physically in Switzerland. At the same time, I’m proud to be part of a global firm with local roots. It allows me to act as a bridge between the local context and international expertise. What fascinates me most is the ambition to support clients all the way from idea to implementation, developing solutions that are concrete, feasible, and effective. I’m also looking forward to soon experiencing the other side: working as a consultant abroad, collaborating with local colleagues there, and learning from them.

completed officer training in the Swiss Army

Turning complexity into clarity and direction

—How do you balance your army duties with your role as a Partner at McKinsey?

Switzerland has a unique system in which many citizens combine military or other public service with their civilian careers. At McKinsey, colleagues with those commitments are supported through a framework that enables them to balance their military service responsibilities with their consulting work as flexibly as possible. For me personally, serving as an officer was an opportunity to contribute to society alongside my professional career. Over time, I completed training as a captain and company commander and most recently as a major in the General Staff. The military training helped me develop skills along the way such as structured thinking, clear communication, and problem-solving. These capabilities continue to be valuable in my work with clients today.

—Can you share a concrete example of how you apply those skills in consulting?

One of the most valuable lessons was learning how to quickly grasp complex situations, structure them, and translate them into clear, actionable next steps. That is also at the heart of consulting: understanding a client’s starting point, clarifying objectives, evaluating options, and working together to define and implement a clear path forward. While the contexts are very different, the underlying problem-solving approach is often similar.

—How has that experience shaped your understanding of leadership?

Leadership means providing direction, serving as a role model, and keeping a cool head under pressure. In my current role as a McKinsey Partner, I have found that effective leadership is primarily about supporting teams, sharing responsibility, creating an environment where people can do their best work, and helping colleagues develop their full potential.

combines Swiss precision with a global perspective

Looking at global challenges through a Swiss lens

—How do you combine local Swiss perspectives with McKinsey’s global methodology in your work?

I studied at ETH and later completed an MBA in the United States. At McKinsey, I have the opportunity to combine those local and global perspectives. Regardless of which office we work from, we share a common language, proven methodologies, and consistently high quality standards. That allows international teams to come together quickly and deliver meaningful impact. This also reflects what I appreciate about Swiss working culture: reliability, precision, and a commitment to quality. At McKinsey, there is also a strong focus on individual responsibility and relatively flat hierarchies. Everyone is expected to contribute ideas, regardless of their tenure or career stage. That mindset is invaluable in project work, where different perspectives come together to create the best outcomes for our clients.

—Do you only travel internationally?

It depends on where my expertise is needed and on the projects I find most exciting. Although Switzerland is a relatively small market, the companies based here create opportunities to work internationally. Many have their headquarters in Switzerland but operate around the world. In consulting, that combination is a real plus. You can build deep industry expertise locally and then apply and expand it on projects globally.

—When you work in teams that combine local and international consultants, is there anything typically Swiss that you bring to those teams?

Swiss chocolate – or a few words of Swiss German during informal moments – always goes down very well. It is a nice way to bring a little piece of home into an international team environment.