A deep view into the organisation and culture – not just into CVs
At the core was a comprehensive assessment of the organisation: this included an organisational analysis of structure, culture, and team; conversations with all relevant stakeholders; development of a skills matrix and personality profile; and continuous refinement of the search profile. We consistently benchmarked the market, guided expectations realistically, minimised administrative workload for the client, and simultaneously maximised the quality of candidate interviews. We also moderated differing stakeholder interests and acted as a stabilising process lead.
Our role therefore combined search partner, advisor, process lead, and stabilisation factor. For the client, this created a space where uncertainties could be addressed, interests balanced, and decisions made based on structured information. A key lever was our style of communication: through consciously empathetic, clarifying, and decelerating dialogue, we built trust and constructively defused complex situations.
Search and Selection Process
Targeted search in the healthcare sector with clear search hypotheses
Our search strategy focused on leadership personalities from the healthcare industry, including relevant institutions in neighbouring countries, complemented by regional candidates with realistic commuting willingness. We worked with two clear hypotheses:
Turning site disadvantages into opportunities for impact
A central challenge was the site’s location, which implied long commutes for many candidates. We therefore framed the role as an opportunity for shaping and building with real impact and short decision pathways—not as a “manager of a peripheral facility”.
Objective selection criteria included leadership experience, proven stabilisation capability, financial steering, organisational development, and experience in comparable organisational size. On the leadership side, team orientation, a calm demeanour, integrative strength, closeness to staff, and the ability to engage medical leaders were essential. As the process progressed, it became clear that a senior profile would achieve the required stability more quickly.
Ensuring decision-making despite a complex stakeholder landscape
The environment was shaped by divergent stakeholder expectations and the departure of the original hiring manager. In this context, we moderated, de-escalated, communicated, reframed, and built trust to maintain the system’s ability to make decisions.
Key moments included jointly refining the search profile, addressing site-related concerns, and clearly prioritising “team stability” – and reflecting this in the candidate selection. This led decision-makers to feel that the shortlist was not only professionally strong but also culturally aligned with the actual situation.
Communication Management as a Success Factor
Addressing concerns without jeopardising relationships
Our communication with client and candidates aimed to surface unspoken concerns while strengthening trust.
Creating clarity on priorities – for client and candidates
Phrasings such as “It seems that team stability is your highest priority” helped surface hidden priorities and ensured they were consistently reflected in the selection. Questions like “What would you need to feel comfortable with the role despite the distance?” helped identify candidates’ true decision parameters and shaped pragmatic solutions, such as commuting models.
Through reframing, we turned the perceived site disadvantage into an opportunity for builder personalities, for example: “Some see this site as a challenge – those who want to shape see an opportunity: real impact, minimal bureaucracy.”
We also encouraged open communication by explicitly offering room to say “no” (“Would it be a problem if we narrowed the profile again?”), reducing pressure and enabling honest feedback.
Another element was proactively addressing potential concerns (“You may think the site is risky – and that is partly true.”) to contextualise them and find solid responses. In critical moments, we intentionally slowed the process (“Let’s pause: what is needed so everyone stands behind the decision?”) to avoid rushed choices and ensure genuine consensus.
Result & Client Benefit
From vacancy to effective leadership in four months
Less than four months passed between mandate start and contract signing. The selected CEO brings decades of experience in the healthcare sector, extensive leadership experience, including P&L responsibility for areas with several hundred employees, as well as strong expertise in digitalisation, process optimisation, referral management, turnaround situations, KPI introduction, budgeting, and strategy implementation. The individual also has strong personal ties to key medical stakeholders.
The new CEO therefore embodies exactly the combination of stability, leadership strength, and execution capability the site required.
Client feedback reflected this clearly:
They had not expected “so many suitable candidates”—“especially not for this site”—and explicitly attributed the quality of profiles and demonstrated interest to Wirz & Partners. The process was described as clearly structured, smoothly coordinated, strategically thought-through, and valuable as sparring, providing the client with confidence.
Visible effects include:
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Noticeable team stabilisation
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Significantly improved atmosphere
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More open and transparent communication culture
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Necessary personnel decisions
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Improved key figures
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Professionalised referral management
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First implemented process optimisations
The new CEO is delivering impact quickly – clearly, structured, and sustainably.
Key Added Values at a Glance
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Stabilised leadership structure and clear responsibilities.
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Noticeably improved team atmosphere and collaboration.
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More professional communication with employees and stakeholders.
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First measurable improvements in KPIs, referral management, and processes.
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Reduced hiring risk through structured methodology, cultural alignment, and close stakeholder sparring.
