5 Questions for Michel Mouther, CEO of Erich Weber AG

How do you lead a long-established family business into a new era without losing its identity? This is precisely the challenge facing Michel Mouther as the new co-CEO of Erich Weber AG. In doing so, he is relying on modern processes and streamlined workflows—without losing sight of what has shaped the company over the decades.

A new ERP system, digital processes, new tools, and a new website: There’s a lot going on at Erich Weber AG right now. And yet there are some things Michel Mouther doesn’t want to change. Trust, personal connection, and commitment are among them. Since March 2026, he has been leading the Bern-based real estate company alongside CFO and Co-Managing Director Patrick Stöckli. After many years in larger organizations, he was drawn to the opportunity to help shape the future of a family business that has grown over decades. He speaks of a «transition phase,» a sort of blank slate—and with it, the chance to truly make a difference.

At first glance, this sounds like a classic modernization project. But that’s not the whole story. When you join an established company, you’re not just taking on processes, systems, and client accounts—you’re also embracing a culture. In the case of Erich Weber AG, it is the life’s work of an entrepreneur who has shaped the company for more than five decades. As a long-standing executive search partner, Batterman Consulting also supported Erich Weber AG in this succession planning process. The fit had to be right not only professionally but also on a personal level. Michel Mouther was particularly drawn to the entrepreneurial freedom the role offered. The fact that he already knew and respected Patrick Stöckli from a previous professional collaboration was an added bonus.

What particularly impressed the real estate expert when he joined the company was the personal, family-like culture. He describes the level of detail with which the former owner, Erich Weber, knows his properties—and how the people behind them have remained close to his heart. The relationship doesn’t end with a closed deal. People know each other, stay in touch, and maintain contact. For Michel Mouther, this isn’t just a nostalgic approach to business. On the contrary: precisely because real estate management is becoming more digital and efficient, personal connection is becoming increasingly valuable.

The new CEO is familiar with a wide variety of business environments. His career path took him from a small business to large organizations over many years, and finally back to a people-oriented small and medium-sized enterprise. He is familiar with complex structures, the interaction between different departments, and working with large and international clients. Today, decision-making processes are more streamlined, and there is greater room for individual initiative.
With everything that’s currently being initiated, one thing is important to management: getting the pace right. Change shouldn’t happen as quickly as possible; rather, it should work in everyday life. That’s why they involve the employees. They are familiar with the processes and know where new solutions will actually help. After all, whether something new works in everyday life is determined by the people who work with it every day.

«Continuity brings stability.»

Michel Mouther, CEO and Co-Managing Director of Erich Weber AG

Real estate management is a business that demands flexibility. A single event can shift priorities within a matter of hours. Add to that an industry where staff turnover is not uncommon. This makes Michel Mouther’s statement all the more significant: «Continuity brings stability.» What Michel Mouther says about the team also applies to the company’s current phase: initiating new developments without hastily abandoning what has been proven to work.

His understanding of leadership has also been shaped by professional sports. As a hockey player, he learned early on that a team consists of more than just the players on the ice. Coaches, equipment managers, physical therapists, and many others all contribute to the team’s success. He takes a similar view within the company: facilities management, administrative staff, housekeeping, and executive management all have different roles—but everyone is needed. He describes his own role pragmatically: «Being there for people,» remaining approachable, and keeping an open ear. «We’re all in the same boat,» says the CEO. For him, this also includes an «open-door policy»: clarifying questions directly, talking to one another, and addressing concerns before they escalate.

Mr. Mouther, if you had taken a different path when you were younger, what would have become of you?
«Professional hockey player—and I actually managed to make that dream come true. I was already on the ice when I was four or five years old. Alongside my sports career, I attended business school, including an internship, and later worked part-time at a small real estate firm. It was important to me not to lose touch with the professional world. Especially during certain phases of the season, I had time for that, and I found the office work exciting.”.
»I've had a lot of experiences in ice hockey and have traveled a lot. Above all, I've learned that you can't do it without a team, whether in sports or in life in general."

What is your favorite way to start your day?
«I like to start with simple, repetitive tasks that I can complete quickly. Once I’ve finished the first set of tasks, it gives me a good feeling—almost like a warm-up. That’s how I get into the flow and can then turn my attention to the bigger issues. I make a point of scheduling tasks that have a bit more substance and set aside the necessary time for them. And, of course, a walk around the office is part of the routine. Personal interaction is important to me.»

What does success mean to you personally?
«For me, the greatest success is good health. Beyond that, success means achieving goals we’ve set together. These can be small things, but also big projects. What matters most is that we work together to make things happen and see that they’re taking hold and bearing fruit. It’s part of the process that adjustments are needed along the way. With a project like our new website, for example, we sometimes took a step forward and then a step back. The important thing is that we stick with it together and reach our goal in the end.»

What would you work for free for a week?
«For youth development in sports. I’m the president of EHC Zuchwil Regio and have close ties to sports. I’m also still involved with the floorball club. I especially enjoy working with young people, for example at training camps. It’s wonderful to see how enthusiastic they are. For me, it’s not just about the sport. You can also instill values and rules in young people that prepare them for life.»

What was the best professional advice you ever received?
«There are many. But one in particular has stuck with me. Right at the beginning of my career, a boss said to me, «Do it now.» At first I thought, «GM—General Motors?» But he meant, »Just do it.’ In other words, don’t put it off—just get started. That phrase has stayed with me to this day.”

We would like to extend our sincere thanks to Mr. Mouther for his contribution to this article.