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From my studies to building and leading an international IT and software team: my journey at the Nexus Group shows how quickly responsibility can grow when trust, initiative, and a willingness to learn new things come together.
When I started at the Nexus Group in 2023, I was still studying Business Innovation at the University of St. Gallen and had just returned from my exchange semester in Lisbon. My position at the time: Junior Business Developer.
Today, I lead the IT & Software Development department and report directly to our CEO. Only a few years lie between then and now—but they have been filled with many new tasks, challenges, and, above all, responsibility.
Between studies and practice
I joined the Nexus Group while I was still working on my master's degree. This allowed me to bridge two worlds from the very beginning: the theoretical concepts from my studies and the concrete challenges of everyday corporate life.
This connection has also shaped my view of technology. For me, technology is not an end in itself. It must solve a specific problem and create added value for the company, our employees, or our clients.
As a result, my original role in business development gradually evolved into an increasingly technical and project-oriented area of responsibility.
Responsibility grew step by step
My path led from business development through project management and increasingly toward software development.
A decisive step followed in 2025, when I was given responsibility for the engineering department and my first team member joined.
This fundamentally changed my role. For the first time, I was no longer just responsible for projects and results, but also for an employee. This suddenly included topics like onboarding, task distribution, and personal development.
It was a new kind of responsibility—and an experience through which I learned a great deal myself.
From one product to the entire software landscape
One of the biggest changes was shifting my focus from a single product to the entire software landscape of the Nexus Group.
Suddenly, it was no longer just about filling a backlog or implementing individual requirements. I was working with two teams on various projects and products—including Startups.ch, Findea, and Taxea—as well as with colleagues in Romania.
I had to learn to delegate tasks, set priorities across multiple products, and trust that others would take independent responsibility for their areas.
Delegating, in particular, was an important step in my development. Good leadership does not mean doing everything yourself. Rather, it means creating an environment where others can take on responsibility.
IT and Software Development become one team
A good year later, the next big step followed: in addition to software development, I also took on responsibility for internal IT.
With this, software development and internal IT were merged into a single department for the first time in the history of the Nexus Group.
This was a unique opportunity for me. I wasn't just tasked with taking over an existing structure; I was able to actively help shape how this new department is organized and how we want to work together as a team.
Today, I lead IT & Software Development and report directly to our CEO. Topics that I would have viewed from the perspective of a student and junior business developer just a few years ago are now things I discuss at the corporate and executive level.
Problems are meant to be solved
One mindset has particularly shaped me over the past few years: when a problem arises, it must be solved first.
Then comes the equally important second step: understanding why it occurred and what we can change in our processes to prevent it from happening again.
This solution-oriented attitude helps me in both software development and IT. In technology, things don't always go according to plan. The key is not to try to avoid problems entirely, but to handle them professionally and learn from them.
Trust is a two-way street
When I look back at my development at the Nexus Group so far, trust plays a central role.
When I started, I never expected that just a few years later I would be leading an international engineering and IT team and advising our CEO on technological topics relevant to the company's future growth.
Being given this responsibility early on significantly accelerated my professional growth.
At the same time, I have learned to pass that trust on. To me, a strong team is the backbone of a company. By delegating responsibility and trusting people to drive their own areas independently, you create the foundation for achieving greater goals together.
Flexibility means more to me than just working from home
What keeps me at the Nexus Group is, above all, the flexibility.
I don't just mean the ability to work flexibly. For me, flexibility goes much further: a role doesn't have to be permanently defined by a specific job title.
Anyone who takes on responsibility, delivers results, and is willing to learn new things can evolve in new directions.
My own path from Junior Business Developer to Head of IT & Software Development is probably the best example of this.
The next step: strengthening teams and using AI effectively
I want to continue to develop in the future – especially as a leader.
My goal is to build teams that work independently and take ownership of their results.
Technologically, I am also focused on how we can meaningfully integrate artificial intelligence into our work. I see great potential in automating repetitive tasks more effectively, thereby freeing up more time for the areas where our employees can create the most value for our customers.
For me, professional development is a marathon, not a sprint. There are successes and setbacks, new challenges, and always things you are doing for the first time.
The key is to keep moving forward, step by step—and to have a team around you with whom you can celebrate successes and navigate the tougher times together.
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