5 Questions for Eliane Aebi, Co-Managing Director of Biosystems Switzerland AG

Some people solve problems. Others, like our interviewee of the month, bring the right people together so that solutions can emerge. For her, that is precisely what good leadership is all about.

Bringing together employees with different skill sets rather than trying to know every answer herself: this approach defines the work of Eliane Aebi as Head of Human Resources and Co-Managing Director of the Biosystems Switzerland AG. A self-proclaimed generalist, she has been working since 2017 in an environment characterized by highly specialized expertise, yet one in which entrepreneurial thinking is equally in demand. Even while attending business high school, she discovered her passion for business management issues. During her subsequent studies in business administration, she was particularly fascinated by the breadth of the field: marketing, finance, human resources, strategy—the focus was not on any single area, but rather on the interplay of a wide variety of disciplines. Even back then, she developed an eye for the big picture, a trait that continues to shape her professional path to this day.

After gaining initial experience in marketing, her career path led her to Biosystems Switzerland AG in Muttenz. This dynamic small-to-medium-sized enterprise (SME), with approximately 40 employees, is a leading Swiss full-service provider, distributor, and service partner for laboratory technology. After starting out in marketing, Eliane Aebi was offered the opportunity to take over as Head of Human Resources in 2020. At the same time, she expanded her knowledge by earning a MAS in Human Resource Management.

Today, as co-managing director and head of HR, she is not only responsible for recruiting and developing talent, but also helps shape the company’s strategic direction. She continues to draw on the experience she gained in her previous roles. During her time in marketing, for example, she learned to understand target audiences, formulate messages precisely, and consistently think from the other person’s perspective. «This way of thinking can be applied in a wide variety of contexts,» she says. Who is the person I’m dealing with? What are their needs? These are questions that apply just as much today to collaboration within the executive team as they do to leading employees or communicating with customers.

The Biosystems Switzerland AG specializes in solutions for pathology—a niche where expertise is crucial and interdisciplinary collaboration makes all the difference. In her day-to-day work, she collaborates with people who bring a wide range of expertise to the table: biomedical analysts, product specialists with in-depth laboratory knowledge, and sales professionals with a background in the natural sciences. «These specialists know their field in a depth that I don’t have,» she says, adding, «But it takes someone who can recognize the connections, identify risks early on, and bring the various disciplines together.»

She learned a great deal about good leadership during her studies. However, she didn’t truly understand leadership until she began her professional career. Over time, she realized that leadership requires a great deal of tact and trust, as well as the courage to make decisions that may not be universally popular. «You can’t please everyone,» she says candidly. As a leader in particular, she explains, you have to learn to tolerate differing expectations while still staying true to your own convictions.

«For me, a partnership based on mutual respect is the foundation of any successful collaboration.»

Eliane Aebi

What helps her achieve this? Partnership based on mutual respect. Whether within the executive team, in discussions with employees, or with external partners: For Eliane Aebi, the best decisions are made where different perspectives come together and people treat one another with respect. Or, as she puts it herself: Together, we can achieve more than we can alone.

Ms. Aebi, if you had chosen a different path when you were younger, what would have become of you?
«For a long time, I was convinced that I would become an elementary school teacher. Over time, however, I realized that I needed an environment where I could continually grow and take on new challenges. Looking back, I see that it was precisely this desire that led me into the world of business and HR. Accompanying people on their journey remains important to me to this day—just in a different setting. As a leader, I find fulfillment in supporting employees in their development. In that sense, a part of my original career aspiration has remained.»

What is your favorite way to start your day?
«I love cycling to the office. The exercise and the fresh morning air help me clear my head and start the day with energy. In general, nature is an important source of strength for me. It provides the balance I need to counteract the demands of my workday and helps me refocus on what really matters.»

What does success mean to you personally?
«To me, success means supporting people in their personal growth. When employees discover their strengths, take on responsibility, and come to work motivated, that’s the greatest success of all for me. Every person has different needs and potential—that’s why I don’t believe in a one-size-fits-all approach to leadership. When I can help someone surpass their own expectations and we succeed together as a team, I consider that a true success.»

What would you work for free for a week?
«I admire people who volunteer with NGOs. I’d love to spend a week working with an organization dedicated to protecting biodiversity and preserving natural habitats. This issue is very close to my heart. Even in my own garden, I try to do my small part by designing it to be as natural as possible and by fostering habitats for plants and animals. I’m convinced that everyone can make a difference, even in small ways.»

What was the best professional advice you ever received?
«’Lead people individually—don’t treat everyone the same.’ I received this advice back when I was a student, and it has stayed with me to this day. Over time, I’ve learned that good leadership means recognizing each individual’s strengths, needs, and potential and nurturing them accordingly. At the same time, fairness within the team is essential. For me, however, fairness doesn’t mean treating everyone the same, but rather dealing with different levels of performance and situations in a transparent and respectful manner. Finding this balance time and again is, for me, one of the most exciting challenges of being a leader.”.

We would like to extend our sincere thanks to Ms. Aebi for her contribution to this article.