5 Questions for Patrick Stöckli, CFO and Co-Managing Director of Erich Weber AG

Patrick Stöckli is familiar with the stereotype of the analytical CFO who would rather ask one more question than make a hasty decision. To some extent, he recognizes himself in that description. At the same time, he knows that other perspectives can be valuable—and that not every decision has to be made right away.

Since March 2026, he has been co-managing Erich Weber AG with Michel Mouther. The two bring different experiences and personalities to the table. «I really appreciate this back-and-forth,» says Stöckli. Discussing ideas, scrutinizing arguments, finding solutions together—on equal footing. Sometimes their roles even switch. «I really only see advantages,» he says of the co-management arrangement—provided there’s a good personal fit. He particularly appreciates being able to discuss concerns and difficult questions with someone who shares the same level of responsibility.

It is no coincidence that Patrick Stöckli now works for a company of manageable size. He brings with him many years of experience in the real estate industry, where he worked for over 15 years. Even when his career path led him into other fields for a time, his interest in real estate remained. When an opportunity at Erich Weber AG arose through Batterman Consulting, three appealing factors came together: a return to the real estate world, a leadership role, and a company where he could not only manage but also roll up his sleeves and get involved. So he joined Erich Weber AG in 2025—knowing that he would eventually be part of the succession plan. The prospect appealed to him, as he does not necessarily see himself as the sole boss.

«I really see nothing but advantages to co-management.»

Patrick Stöckli, CFO and Co-Managing Director of Erich Weber AG

Patrick Stöckli believes that the real estate industry touches everyone’s daily life. The fiduciary aspect is particularly important to him: taking responsibility for assets that belong to others. 

As it prepares for a leadership transition, this long-established Bern-based real estate firm faces the question of what should remain the same and what should change. For Patrick Stöckli, providing personalized service to clients is key. In the service industry, he believes that the name of a company matters less than the people behind it. Clients should continue to be able to rely on their trusted contacts and personal relationships in the future.

He does, however, see potential in the background processes. The new management is focusing particularly on digitization and internal processes, without sacrificing the close relationship with customers that has been built up over time.

As analytical as Patrick Stöckli is when it comes to professional matters, the human side of collaboration is just as important to him. He wants to be able to identify with the company and values an environment where people also get along on a personal level. For him, this means that conversations don’t always revolve solely around work. He’s particularly pleased with how openly the employees have welcomed the new management team. He’s convinced that without this openness, the transition would have been much more difficult. When he talks about his colleagues, he uses phrases like «great team» and «awesome crew.» But who is Patrick Stöckli beyond his role as CFO and co-managing director? Our «5 Questions for…» series offers some insight.

Mr. Stöckli, if you had chosen a different path when you were younger, what would have become of you?

«Pilot. Flying has always fascinated me. As a child, I first wanted to be a train engineer; as a teenager, I wanted to be a pilot. I was impressed by the idea of piloting such a large machine, being responsible for people, and not being tied to any one place. However, due to my severe vision impairment, I didn’t pursue that dream. As a passenger, I used to enjoy traveling by plane frequently.»

What is your favorite way to start your day?

«My ritual is actually not to have one. When I’m awake, I get going as quickly as possible—either to work or for a jog. At the office, I first get an overview of my emails and calendar and prepare for upcoming appointments. I always jot down my to-do list for the next day the night before. That way, I know what’s on the agenda in the morning and can start with a clear head. I like to tackle simpler tasks first. That gives me an initial sense of accomplishment before I turn my attention to the more challenging issues. I deliberately avoid meetings before nine o’clock.»

What does success mean to you personally?

«For me, success is a cornerstone of happiness. When I achieve a goal, it makes me happy. It doesn’t matter whether it’s something small or a large, complex undertaking. I think it’s important to set realistic goals and listen to your own needs. There are times when you can take on a lot and pursue ambitious goals. At other times, it makes sense to consciously scale back your expectations a bit. That’s okay to change, too. The key is that your goals fit your current life situation.»

 What would you work for free for a week?

«For something where money doesn’t matter. To me, time is the most valuable thing we have anyway. A few years ago, for professional reasons, I had the opportunity to visit a children’s hospice. That experience has stayed with me. I’d like to support these children’s parents in their daily lives, take care of practical tasks for them, and give them more time to spend with their children.»

What was the best professional advice you ever received?

«A former supervisor—a CFO himself—once advised me not to always make important decisions right away. Sometimes I deliberately impose a «decision embargo» on myself. Depending on how urgent it is, I’ll let an issue sit for a few days. During that time, I don’t have to constantly weigh the pros and cons. Often, the issue continues to work itself out in the back of my mind, and at some point it becomes clearer which path is the right one. I rarely make good decisions when I’m rushed. That’s why I sometimes deliberately set an issue aside, go for a jog, and give myself time until the decision has matured.»

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