Schnydär
CEO and owner since 2011. Transforming a production business into a creative business partner.
Board & advisory mandates · Switzerland
Entrepreneurial perspective for boards and advisory boards.
A board creates value when different perspectives lead to better questions and more durable decisions. My contribution sits at the intersection of entrepreneurship, creativity, transformation and technology.
Board & advisory mandates
Where I can contribute.
This perspective can be relevant when a Swiss SME prepares its next phase, reviews its business model, connects brand and culture or needs a grounded view of emerging technology.
I focus on decisions that touch several levels at once: strategy and delivery, market and people, progress and responsibility. Legal, financial and sector-specific expertise should complement this perspective within the board.
- Transformation and business development
- Brand, positioning and culture
- Leadership and strategic communication
- Digitalisation and an entrepreneurial view of AI
Board & advisory mandates
Experience grounded in accountability.
I have led Schnydär since 2011 and am a partner or co-founder in several ventures. I serve on the board of Wirtschaftsforum Oberwallis, previously served on the Leuk Tourismus board and lecture at HES-SO Valais-Wallis.
These roles do not replace the specialist expertise every board needs. They explain the practice behind my questions: leadership, entrepreneurship, brand, communication and new business building.
Board & advisory mandates
The mandate needs a real fit.
Scope, responsibility, expectations and time commitment must be clear before accepting a role. Board composition, the relationship with management and the ability to handle different views matter just as much.
Operational advisory can complement a governance mandate, but it needs transparent separation and careful conflict management.
Practice
Experience grounded in real responsibility.
Companies
Partner and co-founder of several companies, including Switzerland’s first augmented reality platform.
Boards
Board member at Wirtschaftsforum Oberwallis; former board member at Leuk Tourismus.
Knowledge
Guest lecturer at HES-SO Valais-Wallis for digital marketing and emerging technology.
Process
How the collaboration starts.
Situation
We clarify what genuinely needs to change and why the question matters now.
Perspectives
Assumptions, tensions and different views of the future become visible.
Priorities
Insights are translated into understandable decisions and ownership.
Right format
One conversation, a workshop, a project or a mandate – only what the task requires.
Frequently asked questions
Frequently asked questions
Are mandates possible across Switzerland?
Yes. The key questions are scope, organisation, time commitment and whether my perspective genuinely complements the existing board.
Which themes do you cover?
Transformation, brand and business development, leadership, communication, the creative economy, digitalisation and AI.
Do you also take on operational work?
A board guides and oversees; it does not replace management. Additional advisory work needs a separate scope and clear conflict handling.
Related topics
First exchange
Does the perspective fit the board?
An initial conversation clarifies the role, expectations and potential conflicts before either side considers a mandate.