5 questions for Adrian Keller, CEO of Herzog & de Meuron

Architecture is not created from ideas alone. It also needs a stable foundation that makes excellence possible.

As a lawyer who was already enthusiastic about spatial planning during his studies, as a CFO in an engineering-driven environment, as a manager in freight transport - Adrian Keller's professional career does not follow a career chessboard, but an inner logic: spaces, mobility, systems. He sees the fact that he has been CEO of one of the most influential international architecture firms since 2017 less as a goal than the consequence of an attitude. He has recognized opportunities, let go when it was time and tackled new things - driven by curiosity about what lies beyond the familiar.

With Herzog & de Meuron change is noticeable: the generational change has been initiated with the succession plan. The transition is taking place with the utmost care. The founders remain unchanged in the design and development process of the projects - while Adrian Keller, as CEO, organizes what is needed in the background: an organization that supports, processes that take the pressure off and a culture that connects.

What appeals to him is the opportunity to accompany an iconic brand into a new phase - and to do so with a team that has long shared the office's DNA. "The transition is smooth," he says, "and that's where its power lies." He sees the change as a process of continuing to build - at a comparatively young company that currently employs around 600 people. The fascinating thing about architecture is that it orchestrates private and public interests and is both functional and aesthetic. Architecture shapes spaces and is a service at the same time.

"Despite the company's charisma, everyday life is characterized by the same challenges that every organization faces. You have to master them in order to survive at this level."

Adrian Keller, CEO Herzog & de Meuron

For Adrian Keller, leadership does not mean imposing a style, but creating resonance spaces. "The management style depends on the situation in which a company and its employees find themselves: Crises require a different approach than growth." In an environment full of individuality and bright minds, full of designers and thinkers, he leads with arguments - not with position. For him, the key lies in taking others with him: through persuasion, a clear attitude and a willingness to develop himself further. Or as he puts it: "going on a journey together with smart people".

He does not deny that this journey also requires organizational work. On the contrary: topics such as occupational benefits, ESG and "speak-up" culture are currently taking center stage. What sounds like management is an expression of Adrian Keller's deep understanding of contemporary corporate governance. What remains is the idea that you don't have to be an architect to design spaces. Adrian Keller ensures that architecture can be created - day after day, usually in the background. In this interview, the Managing Director talks about his background, about curiosity as a driving force and about trust as a management motto.

Mr. Keller, if you had taken a different path when you were younger, what would you have become?

"As a child, I wanted to be a vet, but later I could well imagine becoming a teacher. My father was the principal of a grammar school and my mother worked in adult education. They didn't give me any direction, but they showed me many possibilities. What they gave me was curiosity, a clear set of values - and the courage to keep trying new things. I often think that you have to understand where you come from in order to understand where you currently stand. This awareness of origin and attitude has accompanied me through all stages of my career."

What is your favorite way to start your day?
"My favorite way to start the day is with an espresso, a light breakfast - and looking ahead to what's next. For me, a good day often starts in the morning when I make a conscious decision to tackle certain things. The agenda is often very full, but when I feel that I can make decisions or complete something, or a new, often challenging dossier comes onto the table - that's a good feeling. Such progress gives me energy."

What does success mean to you personally?
"For me, success has many faces. It's about accomplishing small things and tackling the big ones. Success can be a dossier that has finally been completed or the successful conquest of a mountain on a racing bike. Sometimes it's also an annual financial statement that is approved at the Annual General Meeting.

I'm happy when others perform well - and I'm happy to say so. And I'm happy to admit to myself when I've done something well. For me, success is less a state than a moment when you feel that you made the right effort."

What would you work for free for a week?
"For 'World Bicycle Relief'- an organization that provides children with bicycles so that they can get to school. I think it's a great, very concrete initiative. And to be honest, I could well imagine helping out not just for a week, but for a year - providing, maintaining and repairing bicycles. That would be meaningful work, very close to what counts."

What was the best professional advice you ever received?
"Surround yourself with strong, trusting, even critical people - and be happy when they develop further. That's one of the sentences that has stayed with me. Another is to leave your comfort zone every now and then.

I am someone who likes to be stable in one place. But I have learned to recognize opportunities - and to seize them, even if not everything can be planned. These experiences have given me the confidence that things can work out, even if not all the parameters are clear or there are uncertainties. And perhaps that's exactly what I want to pass on - especially to young managers: the courage to tackle new things without having to know everything in advance."

We would like to thank Mr. Keller for his contribution to this article.