Almost everyone knows them: The «Echinacea drops» that you take out when you have a sore throat. The «Herbamare» that is a matter of course next to salt and pepper in many kitchens. Products that are so commonplace that you rarely ask where they come from. Because what lies behind the A.Vogel brand is a way of life and a way of healing that extends far beyond Switzerland.
Our interview partner of the month, Bernhard Bärtschi, has been Head of International Markets and a member of the Executive Board for almost ten years and is responsible for the international development of A.Vogel. The company was founded in 1963 by Alfred Vogel in Roggwil, Thurgau, and is now present in over 25 countries. An SME with deep Swiss roots and a remarkable global reach. It is precisely this constellation that appeals to Bernhard Bärtschi: «You can really make a difference in an SME,» he says. «What you take into your hands, you can shape.» This reflects his entrepreneurial self-image: always hands-on and willing to learn.
Learning as a prerequisite for design
For Bernhard Bärtschi, lifelong learning is not an ideal, but part of his professional identity. His professional career has taken him through various international management positions in the aviation, logistics and pharmaceutical industries. Several years abroad, from the USA to North Africa and Asia, made an early impression on him. He is convinced that international competence cannot be acquired in theory. It comes from everyday life. By listening. In respect. And in the willingness to question one's own perspective. The fact that he not only preaches this openness, but lives it, is also demonstrated by his linguistic versatility: French, English, Portuguese, Spanish, Hebrew, Arabic, Mandarin and Russian. This gives him access to a wide variety of people, ways of thinking and, not least, markets.
He learned early on how to mediate between different expectations: on the one hand, strategic guidelines from headquarters and, on the other, the trust of the local people. «Thinking globally - acting locally is a balancing act,» says Bernhard Bärtschi. This experience also shapes his work at A.Vogel. The products follow clear principles: Fresh plant processing, holism, conservation of natural resources, guidance for self-help. These values apply everywhere. But markets, mentalities and needs differ. International brand management here does not mean standardization, but rather translation work: culturally, linguistically, humanly. The fact that the brand A.Vogel The fact that the company also has a coherent international presence is no coincidence, but the result of the balancing act described by Bernhard Bärtschi.
«International competence cannot be learned in theory - you have to experience it.»
Thinking beyond the operational role
As President of Swiss Marketing Winterthur and Thurgau, he brings ideas from the marketing community directly into corporate practice. Artificial intelligence, data-based simulations and automated marketing mixes are changing the rules of the game. Among other things, campaigns can be tested faster, targeted more precisely and measured better. But technology alone is not enough. «Every change creates uncertainty,» says Bernhard Bärtschi. The mindset of the people who work with these tools is crucial, as is the courage to not only use new tools, but to really understand them.
His continuing education biography shows that he also sets this standard for himself. Several certificates, an MAS, an MBA. Not out of ambition, but out of clarity. «You have to set priorities,» says Bernhard Bärtschi, «and prepare yourself. Also for the time after the classic career peak.» Digitalization, AI, governance: these are the topics that interest him at the moment. He is also increasingly concerned with the question of how companies are managed and supported at a strategic level. Topics such as the Board of Directors, strategic management and supervision are becoming increasingly important to him.
What can we take away from all this? Perhaps this: Learning does not mean knowing more and more. It means being prepared to change. To remain open. And to have the courage to break new ground, even if the old is still comfortable. Or, as Bernhard Bärtschi would say: Not to have to learn. But to want to learn.
Mr. Bärtschi, if you had taken a different path when you were younger, what would you have become?
«From an early age, I was fascinated by professions that combine responsibility, precision and vision. If I hadn't ended up in management, I could very well have imagined becoming a pilot, ship's captain or air traffic controller.
These jobs have one thing in common: you are responsible for people, have to remain calm in complex situations and make decisions that have an impact. At the same time, they take place in an international environment - something that has always appealed to me.
Looking back, I realize that many of these elements also shape my role today. For me, leadership also means maintaining an overview, correctly assessing risks and leading teams safely through challenging situations. In this respect, this desire may not have been realized in my profession, but in the nature of my work.»
What is your favorite way to start your day?
«My ideal start to the day is deliberately quiet. Having breakfast with my family gives me grounding and energy - a moment that is very important to me. This is followed by the drive from Weinfelden to Roggwil, deliberately not on the highway but on the smaller country roads.
For me, this route is a transition between private life and work. It gives me time to organize my thoughts, set priorities and mentally prepare for the day. I really appreciate these moments of calm, especially in a role with lots of international issues and decisions. They help me to start the day focused and clear.»
What does success mean to you personally?
«For me, success is not an individual event and certainly not an individual achievement. Success happens when people make a difference together - when a team grows, takes responsibility and continues to develop.
I find it particularly fulfilling when I see employees surpassing themselves, developing trust and finding solutions together. Sharing successes, making progress visible and supporting others on their journey is key for me.
For me, long-term success also means sustainability: making decisions that not only work in the short term, but also last in the long term - economically, personally and socially.»
What would you work for free for a week?
«For a young company with a compelling idea or for a project that creates real social benefit. I firmly believe that knowledge and experience are most valuable when they are shared.
Especially in start-ups or social initiatives, you can often sense a special energy - the will to change something, to create something new and to take responsibility. This attitude really motivates me. If I can use my experience to help build structures or support people on their journey, then I'm happy to do so.»
What was the best professional advice you ever received?
«Let go of what makes you comfortable - and stay curious.„
This sentence has stayed with me for many years. The temptation to rely on the tried and tested is particularly great in management positions. But real development can only happen if you are prepared to question old patterns and embrace new ones.
For me, lifelong learning is not an obligation, but an attitude. The world is changing rapidly - technologically, socially and economically. Anyone who remains open, listens and is willing to learn remains capable of acting and relevant. This is exactly what I try to exemplify in my daily work.»
We would like to thank Mr. Bärtschi for his contribution to this article.
Batterman Consulting Basel AG
Executive Search,
Byfangweg 1a, CH-4051 Basel
T +41 58 680 55 55
basel@batterman.ch
