VRP
Christian Unger
The pioneer
“You can have results or excuses, but not both at the same time.”Arnold Schwarzenegger
In my experience, successful organisations spend a great deal of time talking about relevant results – while less successful ones talk about efforts and external circumstances explaining why those results are not (yet) there. Establishing such a results-driven culture is always an exciting challenge for me.
Background
Leading results & people.
With over 15 years of professional experience in consulting, I have successfully led numerous national and international IT projects. I bring broad management expertise, supported by an eMBA from the University of St. Gallen. As Head of IT Management Consulting and CFO, I played a key role in building one of the most successful consulting firms with a pure life sciences focus in Switzerland. My clients benefit from my results-oriented approach combined with strong leadership qualities. This helps them gain clarity about their goals and define strategies and projects to achieve them. Combined with my high integrity, this makes me their trusted advisor on the path into a digital future.
Consultancy focus
How I support you.
- Achieving strategic alignment
- Establishing effective organisation, processes and operating models
- Building a results-driven culture
- Bringing meaning to compensation and incentive models
- Blockchain – use cases: separating sense from nonsense
- Leading initiatives across programmes and projects to deliver results
Lighthouse projects
Selected projects.
New governance
Together with the VPs of an innovative biotech company, I was responsible for setting up governance and processes. This included workshops in which the goals to be achieved, the design of decision-making and the alignment of the project portfolio with finance processes were developed.
More efficient IT strategy
In 2019, as Interim Head of IT for a public transport operator, I was responsible for initiating a new strategic direction for the IT department. Starting with a comprehensive assessment of the current state, implementing ad-hoc measures to stabilise support service levels and developing a 2025 strategy. As a side effect, efficiency gains in the seven-figure range were realised.
Improved service orientation
For the development and communication of an IT infrastructure organisation, I supported the Head of IT Infrastructure at an international company with more than 12,000 employees. The goal: strengthening service orientation, reinforcing the regional concept and increasing synergies.
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