Partners
My business partners
The people presented here are not a loose list of contacts or referrals. For concrete mandates, I work with them for real – on a project basis, recurring and in part strategic. How close the collaboration is varies from person to person; responsibility for the respective mandate stays with me.
Seeing people. Recognising potential.
For me, recruiting does not start with the perfect CV, but with the person behind it. I want to understand what someone can really do, how curious and willing to learn they are, and what potential they bring to a role.
I have worked in recruiting and HR for 15 years, from specialised talent sourcing to more than 400 hires per year. Along the way, I have learned that the best hire is not always the person who matches a job profile 100 percent at first glance. What matters is whether skills, attitude and potential fit the role and the company.
My career stages in India, the United Arab Emirates and Switzerland have shaped how I look at people. Confidence, communication and personality do not show themselves the same way everywhere. That is why I try not to measure candidates against a single pattern.
For me, the right person in the right role makes the decisive difference. That is why I combine structured recruiting with a personal view of the individual, with the goal of creating placements that work for both sides in the long term.
"The right person in the right role makes the decisive difference."
15+
Years in Recruiting & HR
4000+
Hires (career total)
3
International labour markets
Looking for the right person for an open role?
Let's talk about what you need.
Structuring complex initiatives. Clarifying responsibility. Securing delivery.
Dorian Ferrari supports me as a business partner in leading complex projects, particularly where many stakeholders, technical dependencies and clear governance come together. Dorian is self-employed, just as I am; we work closely and repeatedly together, among other things through Hosang Consulting and at QSH.
His strength lies in combining methodical project leadership with many years of hands-on delivery experience. He works with HERMES as confidently as with agile approaches, and brings experience from IT, organisational and change projects in large, regulated environments.
Over his career, Dorian has led initiatives for the Swiss Post, PostFinance, UBS, Swisscom, public administrations and mobility providers, among others. These include infrastructure and migration projects, tenders, operational organisation, digital health topics, and the introduction and further development of project and process structures.
For our collaboration, it is especially valuable that Dorian does not treat structure as an end in itself. Methods create orientation so that responsibility becomes visible, decisions can be made, and projects consistently move into delivery.
Professional project management remains essential. Methods create orientation – so that decisions can be made and projects carried through consistently.
30+
Years in project management
40
Years of IT experience
HERMES
Advanced 2022
Winning the right people. Strengthening leadership. Making change hold.
Heinz Brägger is my business partner for executive search, leadership recruitment and change situations that need more than a simple placement. From 2007, he sourced and assessed candidates for key roles, C-level positions and specialist functions as Senior Partner at addexpert GmbH – with an eye for professional and cultural fit and for the organisation's actual context, not just a requirements profile. We have been working closely and strategically together for years – Heinz is not just a recommended expert to me, but an actual business partner.
As Practice Lead Change & Transformation at Leverage Experts, he also supported leadership and organisations through demanding phases of change – wherever growth, succession or structural shifts needed viable implementation, not just a new strategy on paper.
Heinz also works as a certified Neuroimagination coach – a neuro-systemic coaching approach grounded in stress and brain research. He helps leaders think more clearly and make more resilient decisions in demanding situations. This is coaching for leadership and change – not therapy, and not a medical claim.
Before becoming a consultant, Heinz held leadership responsibility at Credit Suisse for 18 years, including as Head of Online Banking, responsible for around 200 employees and a budget of CHF 200 million. This experience in large, complex organisations still shapes his view on leadership, change and recruitment questions today.
The best hire is never just the person with the matching CV. It is the person who actually moves an organisation forward in exactly this situation.
250+
Successful placements
18
Years of leadership at a major bank
Neuroimagination
Certified coach
Does your initiative need the right leadership for the next change?
Let's talk about the staffing.Creating clarity. Making decisions possible.
Ralph Mattli is my business and technology partner. Together we work on decision architecture, strategic clarity and complex organisational questions. He does not start with a ready-made solution, but with the question of what actually needs to be understood and decided in a given situation – including the starting point, the goals, the people involved, the dependencies, the existing knowledge and the possible consequences.
His task is decision architecture: turning complexity into an understandable decision structure. He brings information together, makes contradictions visible, explains relationships and dependencies, and separates what matters from what does not, until a clear basis for decisions emerges.
His stance on technology is clear: it can structure information, make knowledge available, surface patterns and support relationships. But it does not replace people as decision-makers – responsibility for a decision always stays with the people involved. As he puts it himself: he does not believe in taking decisions away from people. For him, good decision architecture means giving a person exactly the clarity they need to take on responsibility themselves.
Ralph Mattli is the founder and CEO of QUENARIS, which provides the professional background for his work: the question of how organisations can structure knowledge, decisions and development in a way that creates more clarity over the long term.
In our collaboration, our perspectives complement each other: I carry responsibility, implementation and the leadership of complex initiatives. Ralph Mattli structures decision bases, makes complex relationships visible and reduces questions to the points that actually matter. Our collaboration is very close and genuinely connected through QUENARIS – we work together on digital and strategic initiatives.
I also work at Mattli Digital myself and can directly influence the functional scope of QUENARIS. Requirements and insights from real engagements can therefore flow straight into its further development. If QUENARIS is used in an initiative, technical implementation lies with Mattli Digital. Hosang Consulting remains technology-open: QUENARIS is one possible solution, but not a required outcome of an engagement. If QUENARIS is an option in a technology decision, I disclose this connection.
I don't decide for people. I create the clarity and structure so that people can make well-founded decisions themselves.
Does your initiative need more clarity for the next decision?
Let's structure the starting position together.Bringing young perspectives. Understanding technology. Helping shape responsibility.
Angelo Hosang has been contributing to Hosang Consulting on a part-time basis since 2024. As part of his part-time internship, he takes on research into IT topics, works on documents and digital content, and supports web, marketing and coordination tasks. In doing so, he gains hands-on experience with AI applications, digital tools and project work.
An important part of the collaboration happens through direct exchange. Andreas and Angelo deliberately discuss technical, organisational and entrepreneurial questions from different perspectives. This younger viewpoint helps challenge assumptions and consider developments beyond the experience of established consulting models.
Going forward, Angelo is to be gradually more involved in the conceptual development around QUENARIS. The focus here is not on independent professional or strategic responsibility, but on learning, contributing ideas, research, experimentation and bringing a next-generation perspective to the intersection of consulting and computer science.
After completing his Matura, Angelo plans to first complete military service with leadership training and then study computer science at ETH Zurich.
New systems should not only be built for the next generation. The next generation should learn early on to help think through their development.
Ezra Luck
External digital employee from MATTLI-DIGITAL
Project coordination · CRM · documentation · marketing support
Creating structure. Connecting information. Supporting execution.
Ezra Luck supports me as an external digital employee from MATTLI-DIGITAL in digital and operational tasks. He complements the collaboration wherever structure, speed and reliable execution are needed.
Good collaboration often does not fail because of a lack of ideas, but because tasks, decisions and information are spread across different systems and conversations. That is exactly where Ezra Luck helps.
As an external digital employee from MATTLI-DIGITAL, he helps Hosang Consulting with project coordination, the structured maintenance of tasks and information, CRM and documentation work, and recurring marketing and coordination tasks.
Ezra Luck always works under human direction. Decisions, external communication and professional responsibility remain with the people in charge. His task is to bring information together, maintain an overview and consistently follow up on administrative and coordinative work.
A digital team member should not make decisions, but ensure that people can decide based on complete and up-to-date information.