Timestamps:

7:51 - Why is entrepreneurship a lonely journey?

13:55 - Comradeship in entrepreneurship

15:04 - Is post-exit depression a thing?

23:56 - Thinking about the meaning of life

26:23 - The social responsibility of founders

This episode was co-produced with EO Zürich. Check out their upcoming event, Entrepreneurs Summit 2025.

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Ronnie Zemp:

Ronnie Zemp is a serial entrepreneur, startup investor and the current president of EO Zurich. He holds an MBA from Nanyang Technological University in Singapore. Throughout his career, he has (co-)founded the following companies: RZ Capital AG, bitConsult, notime AG (exited to Swiss Post), OSUISSE AG, RZ Real Estate GmbH, and Tears of Bacchus AG.

During his chat with Silvan, Ronnie talked about the most difficult aspects of being a startup founder. He stressed the loneliness of being an entrepreneur: when you’re your own boss, you’re the ultimate decision marker, responsible for hundreds of employees, and this can really cause quite a bit of anxiety, and even insomnia. When Ronnie sold notime to Swiss Post, he felt like a weight had been lifted off his shoulders. He credits EO for relieving this sense of loneliness by introducing him to many people who have walked the same path.

Ronnie also warned founders not to see exits as the end-all, be-all of entrepreneurship. They happen, sometimes, yes, but not always, and building a cash-generating company that pays dividends is also a great (or perhaps an even better) goal for which to strive.

Ronnie feels it’s natural for founders to require a long time after an exit to be ready to build a startup again, not only because at that point they can financially afford to be picky, but also because having achieved a successful exit makes them wary of damaging their reputation. There’s also a point to be made about how age makes people more risk-averse. 

Ronnie’s life was made more complicated by the fact that he lost 4 very close people within the span of 3 months, which really made him reflect about who he is and what he thinks is the meaning of life. Due to all his success, Ronnie feels a social responsibility to give back: he has financed the university studies of several students from abroad, and has spent a great deal of time supporting those closest to him, namely the daughter of his best friend, who was diagnosed with leukemia at the age of 16 years old.

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Timestamps:

8:01 - What drew Brynne to entrepreneurship

15:10 - Brynne’s political debut

24:12 - What’s a smart society?

27:05 - Measuring growth as a VC

43:25 - How can you find the right co-founders?

This episode was produced in collaboration with startup days, taking place this year on May 14th 2025. Click ⁠here⁠ to purchase your ticket.

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Brynne Kennedy:

Brynne Kennedy is the co-founder and managing partner of Smart Society Ventures, a decarbonization and energy tech investment firm striving to accelerate net zero. She holds an MBA from London Business School, and founded and successfully exited Topia, a company providing technology solutions to manage all forms of employee movement and work location flexibility. 

After stepping down from her CEO role at Topia in 2019, Brynne had a brief stint in American politics, running for US Congress in California's 4th Congressional District. She was not elected, and nowadays she’s able to look back with gratitude at that turn of events, considering the current political climate in the US. In 2023 she co-founded Smart Society Ventures, and began her career as a VC in the climate tech space. 

Smart Society Ventures strives to build a “smart society” (as the name would indicate), which they define as a society enabled by tech and data to achieve better outcomes and do more with less. Brynne is extremely committed to creating the societal impetus necessary to successfully manage the energy transition. She also co-hosts The Smart Society Show with Former MP and UK Energy Minister Chris Skidmore, where they discuss climate news and scaleups.

Timestamps:

12:48 - Anyone can have a mental health crisis

26:30 - Creating trust in a mental health tool

29:12 - How to measure mental health

35:48 - Realizing you don’t want to work with a client

40:43 - Earning the SEF.Growth High Potential Label

This episode was co-produced with SEF.Growth, the Swiss Economic Forum's Growth initiative to support Swiss startups and SMEs with growth plans free of charge.

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Vlad Gheorghiu:

Vlad Gheorghiu is the co-founder and CEO of Kyan Health, an AI-powered enterprise solution that connects employee well-being with measurable business impact. He holds an MBA from INSEAD and worked for Stryker and McKinsey before starting Kyan Health in 2021.

Vlad’s interest in the topic of mental health and wellness came about as the result of a crisis he himself had during his time at McKinsey. After experiencing a panic attack, he sought medical care and took 4 weeks off work. When he returned, he decided to film a short video explaining what had happened to him, which he shared with coworkers who inquired about his absence. The video went viral within the organization and Vlad was then asked to create an employee wellbeing program, which would later become the blueprint for Kyan Health.

Using predictive analytics, Kyan helps companies monitor and reduce risks like absenteeism, turnover, and presenteeism. Notable clients like Hitachi Energy, Hilti, STADA, Deutsche Börse Group, and On have already seen tangible results. Vlad and his team have worked hard to make their tool a trustworthy source of help for employees around the globe, not only by making the app GDPR-compliant but also by making every profile completely anonymous. This ensures employee cooperation and also allows Kyan Health to still derive insights at an organizational level.

Kyan Health was recently awarded the High Potential Label by SEF.Growth.

Resources Mentioned:

Inside Timer

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Timestamps:

2:29 - How Sami became interested in cinema

11:15 - How to define visions and impact

22:55 - What can Largo.AI actually do?

27:55 - Does AI kill creativity?

53:23 - Largo.AI’s plans for the near future

This episode was co-produced by SICTIC, the leading angel investor network in Switzerland.

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Sami Arpa & Yunus Erduran:

Sami Arpa is the CEO and founder of Largo.AI, a startup providing next-generation storytelling tools for the audiovisual industry using artificial intelligence. He holds a PhD in Computational Aesthetics from EPFL and was also the co-founder of Sofy.tv, a short film streaming service later acquired by Cosmoblue.

Yunus Erduran is a founder and documentary filmmaker, and one of the first investors of Largo.AI. He holds a BA in Economics from Boğaziçi University (Turkey) and is currently active as Executive Partner at Eğlenceli Bilim, a company offering curriculum-compliant science programs to all educational institutions in Turkey. He’s also the podcast producer and host of arastirmaca, together with his co-host Müge Bakioğlu.

Largo has developed data-assisted intelligence which can be introduced early in the life of a film project, right from script choice and development, through filming, post-production and theatrical release. Largo empowers production companies with data-enhanced ROI uplift and reduction of risk. 

Their AI models were trained with 400K+ movies/TV shows, 250K+ commercials, 950K+ talents. Largo’s clients are usually producers and studios (on the film side) and agencies and brands (on the advertising side). 

Timestamps:

6:54 - An investor generating returns for their LP

8:22 - The Swiss startup ecosystem is 18 years old

12:09 - Does big data drive innovation?

19:20 - What if you don’t perform as promised?

21:25 - Dealing with FINMA regulations as a VC

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Andrea Silberschmidt-Buhofer, Teddy Amberg, David Hug & Tanvi Singh:

Andrea Silberschmidt-Buhofer is the general partner at EquityPitcher Ventures, an early-growth VC firm that focuses on B2B tech startups, and the vice-president of FEM'UP SWITZERLAND. She holds a MSc in Entrepreneurship from the UCL School of Management and is also a startup coach at Venturelab.

Teddy Amberg is the founding partner at Spicehaus Partners, a VC fund that focuses on seed and early stage Swiss tech companies. He holds an MA in Banking and Finance from HSG and worked at Partners Group and CreditGate24 before founding Spicehaus Partners in 2018.

David Hug is the co-founder of Marcau Partners, an investment manager managing Ringier Digital Ventures and Lightbird Ventures AG. He holds a MSc in Entrepreneurial Management from the Hochschule für Technik und Wirtschaft Chur and worked at btov Partners and Zürcher Kantonalbank before becoming a VC in 2015.

Tanvi Singh is the founding partner at Nirmata-ai Ventures, a VC fund focusing on AI-driven investments for a sustainable future. She holds a Master’s degree from UZH and worked for banks like Credit Suisse and UBS before founding Nirmata in 2024.

During their chat with our co-host Merle, these 4 VCs shared their best practices for managing a fund. Their tips included:

• Being proactive in including your LPs in your fund’s journey by giving them co-investment opportunities and full access to your data room;

• Not shortcutting when it comes to compliance and regulatory demands (or you will regret it!);

• Underpromising and overdelivering when it comes to the goals you communicate to your LPs, and being transparent with them when something goes wrong, so as to ensure that trust is never broken;

• Sticking to your portfolio companies both in good times and in bad — the startup journey is rocky, and your investments need your help!

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Timestamps:

5:55 - An Icelandic company headquartered in Switzerland

16:29 - Fundraising for long development cycles

19:00 - Doing the only Swiss IPO in 2023

24:23 - Splitting your focus to sell 3 products at once

28:39 - Advantages and disadvantages of being publicly listed

This episode was produced in collaboration with startup days, taking place this year on May 14th 2025. Click ⁠here⁠ to purchase your ticket.

Click here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.

About Riad Sherif:

Riad Sherif is the CEO at Oculis, a company focused on the development of topical treatments for ophthalmic diseases in the back and front of the eye. He holds a MSc in Medical Management from the ESCP Business School and worked at companies like Sanofi, Novartis and Alcon before joining Oculis as CEO in 2017.

Oculis’ pipeline includes a topical eye drop candidate for diabetic macular edema and for the treatment of inflammation and pain following cataract surgery. It also includes a candidate for dry eye disease and for non-infectious anterior uveitis, and a candidate for acute optic neuritis. 

The company’s origins are in Iceland, where the OPTIREACH® solubilizing formulation technology was developed by two Icelandic co-founders, Professors Einar Stefánsson and Thorsteinn Loftsson, to enable eye drops to reach the back of the eye. Nowadays Oculis is headquartered in Switzerland, with operations in the US and Iceland. Oculis has raised a total of $284.6M in funding over 13 rounds, and went public in 2023 (the only Swiss IPO of that year) before their product was even live. It is currently at stage 3 of clinical trials.

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Timestamps:

5:30 - When is it time to scale your dev team?

10:03 - Nearshore, offshore, or in-house?

12:37 - Can we trust AI to write code?

14h33 - Top criteria to hire developers

27:38 - Costly mistakes setting up a dev team

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About Simon Youssef & Nenad Nikolic:

Simon Youssef is the co-founder and CTO of the online bank neon. He holds a PhD in Computational Biophysics from Microsoft Research Cambridge and worked at Strategy& before co-founding neon in 2017.

Nenad Nikolic is the co-founder, Co-CEO and CTO of Holycode, and also the co-founder of MOVU and the former CIO of Bexio. He holds a MSc in Computer Science from the Faculty of Computer Science (Belgrade, Serbia) and worked for DeinDeal before joining Laurent Decrue on their 10+ year entrepreneurial journey in 2014.

During their chat with Silvan, Simon and Nenad discussed best practices for scaling your dev team. Naturally, the first question that poses itself when it comes to this topic is: When is it time to scale your dev team? 

• It depends, obviously — but, generally speaking, the tech team needs to follow the growth of the company itself. At an early stage, you may be able to cut corners when it comes to security and backup strategy to move fast, but at some point you will need to start dedicating 25-30% of development time to these tasks.

• Don’t scale too early: big teams are costly and may run you to the ground. You should only have the tech stack that you absolutely need. Besides, if you scale too fast, your culture is going to go down the drain, and then you’ll be left with a whole lot of infighting and inefficiency.

• Don’t scale too late: waiting around for too long can result in a build-up of pressure on your developers that may very well burn them out.

Should you hire in-house developers? Or nearshore them? Offshore them, perhaps? neon did it all, and Simon can confidently say that nearshoring works best:

• If you have your dev team in-house in Switzerland, you are going to pay a lot. 2-3 engineers in a nearshoring location are equivalent to 1 engineer in Switzerland. Besides, you’ll be vulnerable to the “Hey, Joe!” principle: having the dev team, product managers and the management all in the same building means these latter two will be able to bother your dev team with random tasks which slow the dev team down overall.

• You also don’t want to offshore it, because then you cannot visit as often. It’s best to nearshore your dev team to somewhere within your timezone which has great flight connections to your main location. 

What’s the top criteria to hire developers?

• Pay attention to your gut feeling when it comes to the culture fit. Don’t hire someone you wouldn’t want to spend 2h straight with. And don’t hire someone who is too proud or inflexible to be proven wrong. They may be fast when developing all on their own, but they will never be effective in a fast team.

• When hiring senior engineers, look for strong domain knowledge and experience. When hiring junior engineers, hire for brains, not experience. 

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Timestamps:

6:25 - Why yamo started with D2C

15:30 - Dealing with regulation in the food industry

28:39 - When yamo hit a breaking point

33:35 - How to be a leader in tough times

44:23 - How Tobias defines success

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About Tobias Gunzenhauser:

Tobias Gunzenhauser is the co-founder and former CEO at yamo, an omnichannel FoodTech company creating the healthiest and tastiest products good for people and the planet. He holds a Master of Advanced Studies in Digital Marketing and Communication Management from the Hochschule Luzern and worked for Campari Group for 4 years before starting Yamo with 2 co-founders in 2016. 

What differentiated yamo back in 2016 was that they sterilized baby food using pressure instead of heat, which preserved not only flavor but also the vitamins. They also tuned their recipes to contain nutrients for age-appropriate development, with no added sugar and 100% natural and organic ingredients. They initially started selling their products D2C, afraid that retail wouldn’t take them in, but eventually broke into the world of Migros and Coop shelves as well. They also took advantage of influencer marketing quite early on, at a time when it wasn’t so common, which allowed them to work with big name creators.

Over 8 years, Yamo grew to an award-winning international multi-million organization with over 2700 points of sale in Europe’s biggest retailers, and a thriving E-commerce business. However, despite the team’s best efforts, they were unable to reach profitability. It was at a board meeting in April 2024 that Tobias first got the terrible news: since they had not been able to ensure the capital needed for their next step (but only accrued 2/3s of it), yamo could not continue in business. They had to declare bankruptcy and communicate the news not only to their entire team but also to their partners and stakeholders. Looking back, Tobias thinks this was when he learned what it truly means to be a leader — leadership is most important of all during the toughest times. 

Also in April 2024, Tobias announced the yamo shutdown on LinkedIn, after which he received an outpouring of support from both friends and strangers alike. Almost 1 year later, Tobias has come to view success as the ability to say that he has done his best creating something where before there was nothing. 

The cover portrait was edited by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartportrait.io⁠⁠⁠⁠⁠⁠

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Timestamps:

2:09 - From Lebanon to Brussels

5:41 - From the trading floor to the startup world 

23:40 - Why Georges prefers Switzerland to California 

36:55 - The efficiency and discipline of the Swiss ecosystem

48:40 - Is it difficult for VC funds to raise money nowadays? 

This episode was produced in collaboration with startup days, taking place this year on May 14th 2025. Click ⁠here⁠ to purchase your ticket.

About Georges Khneysser:

Georges Khneysser is the founder of QBIT Capital, an early-stage venture capital firm with headquarters in Zurich and an office in Los Angeles. Georges is originally from Lebanon, where he completed his education. He went on to work in Brussels as a trader and later as the head of a family office, before moving to Geneva to work in banking and wealth management. He started QBIT in Zurich in 2021.

QBIT specializes in investing exclusively in Switzerland and Swiss startups and currently has 8 portfolio companies: Demosquare, LogBook, Largo.ai, Helio, Duramon, Relio, Agrinorm, Everon. Georges credits three key pillars for the success of the fund:

• 6 of their LPs are entrepreneurs themselves, and are passionate about the Swiss ecosystem;

• QBIT offers their portfolio companies the services of their “pirates”, i.e. growth hackers, free of charge. Each company gets 800 hours per year of support with building their website, improving their pitch deck, developing their pricing and growth strategy, etc…

• QBIT has connections all over the world which help them make informed investment decisions and provide a network to their portfolio companies.

Georges is not a proponent of the “spray and pray” investment strategy (meaning investing in a diversified manner and hoping it works out for the best). At QBIT capital, he and his fellow VCs often spend several months getting to know founders better before making an investment decision.

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Timestamps:

11:40 - The early days of Cerrion 

22:39 - Adapting your tech to different environments

27:45 - Being obsessed with customer pain points

32:15 - Getting into Y Combinator 

42:15 - Why would an international company stay in Zurich?

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About Karim Saleh:

Karim Saleh is the co-founder and CEO of Cerrion, a startup developing digital AI workers for the manufacturing industry. He holds a BSc in Information Technology and Electrical Engineering from ETH, and worked at Unicorn Labs and Assaia – The ApronAI before co-founding Cerrion in 2022.

Cerrion’s AI workers use standard video cameras to monitor production, detect deviations and respond to them on their own, empowering production teams to make better and more timely decisions. Cerrion’s platform is currently deployed across factories in eight countries, including the USA, Germany, Italy and Turkey, where it has already reduced production losses by over 30% on average.

Cerrion participated in Y Combinator back in 2022. During his time in San Francisco, Karim highly valued the fact that YC holds founders accountable to what they say they’re trying to achieve. He was also glad to benefit not only from his batch’s network but from the entire YC community, which includes many top 1% founders. YC perks notwithstanding, Karim still thinks Zurich is the best headquarters for Cerrion, as it boasts a very strong talent density. 

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Timestamps:

10:04 - Laconia’s investment strategy

12:56 - Why no warm intro is needed

19:17 - How Laconia evaluates deals

27:55 - Wishful thinking & investment red flags

36:27 - Do Swiss companies need outside investment?

This episode was co-produced with the Deep Tech Nation Switzerland Foundation.

About Geri Kirilova:

Geri Kirilova is a partner at Laconia, a seed stage fund focused on B2B software companies. Geri holds a BA in Information Systems & Management from the NYU Stern School of Business, and worked as a VC for funds like Credo Ventures and LAUNCHub before joining Laconia in 2017. She recently moved to Switzerland with her husband.

According to Geri, Laconia mainly invests in industries like retail tech, ecommerce enablement, proptech, fintech and digital health, and their investment strategy focuses on three key aspects:

• Strong unit economics;

• The ability to grow in a capital-efficient manner;

• The ability to make decisions in a repeatable fashion.

As a rule, Laconia does not require a warm intro, and encourages companies to cold email them. This is because nowadays warm intros have become so standard that they no longer hold any value in Geri’s eyes. What used to be “Hey, this person I worked with before is the smartest person I know, and they’re raising funds for their company” has become “Hey this person I know is raising funds for their company”, so to Geri and her team, a “lukewarm intro” is the same as a cold email.

When evaluating deals, Geri thinks of the following questions:

• What are the key beliefs, risks and hypotheses of this company?

• Is there market demand for their product?

• What’s this company’s go-to-market strategy?

• Can this company acquire significant market share over time?

• Do the founders have the right balance of ambition and realism to execute their vision?

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