Fractional marketing
leadership.

Challenge

Low-cost operators were putting pressure on Swisscom, with a growing risk of losing its most price-sensitive customers. To respond without weakening the main brand, the group needed a distinct offer for the whole Swiss market — fast.

Contribution

Inside Swisscom: created and launched Wingo in a matter of months — positioning, brand development, a national campaign across the three language regions, agency management and the build-up of a six-person digital team. A retention strategy built on personas and customer journeys then cut churn by 12%.

Results

• Launched a national brand in 9 months
• Reached 25% awareness in the core target within 6 months
• Acquired 50,000 customers in the first year
• Cut churn by 12% through the loyalty strategy

Challenge

The Swiss industrial SME had internationally recognised products, but its commercial growth still relied largely on traditional channels. Engineers and buyers were searching for their solutions online — and the company couldn't meet them there or convert them into opportunities.

Contribution

Inside Fischer Connectors: customer interviews, personas, a sharpened positioning and a complete redesign of the digital experience, including a product selector to ease technical choices. Digital became a permanent source of qualified leads for the sales teams.

Results

• Generated 300 qualified enquiries a year for the sales teams
• Made the website the source of one sales opportunity in four
• Reached 40% adoption of the product selector

Challenge

A growing share of bookings was being captured by the big platforms, eroding margins and deepening the hotel's dependence on external intermediaries. It needed to take back the guest relationship and grow the share of direct bookings.

Contribution

Redesigned the booking journey around guests' expectations, improved the hotel's visibility and simplified access to the offer. The new setup strengthened the direct channel and lifted website traffic by 15% after launch.

Results

• Grew direct bookings from 30% to 45% in one year
• Saved tens of thousands of francs in commissions every year
• Lifted website traffic by 15% from launch

Challenge

Despite an excellent reputation among international families, the school struggled to attract more pupils from the local community. Its image felt institutional and dated — while the experience inside was modern, open and carried by a highly engaged community.

Contribution

Inside the school: a repositioning built with teachers, pupils and families. The work clarified what made the school different, then translated it into a new identity, new messages and a more coherent digital experience — helping the school attract new families.

Results

• Grew online enrolments by 10%
• Lifted the NPS from 45 to 65
• Increased admission enquiries by 30%
• Grew local families from 15% to 25% of new enrolments

Challenge

The young media outlet had to prove its business model fast: recruit enough subscribers while keeping acquisition costs in line with the revenue they generate.

Contribution

As growth manager: a strategy built on testing, rigorous measurement and continuously shifting budgets to the best-performing channels. In under a year, subscribers grew tenfold and acquisition costs fell to a quarter.

Results

• Grew subscribers tenfold in under a year
• Built the base from 1,500 to 15,000 subscribers
• Cut acquisition costs from 80 to 20 francs