Nestrade / Nestlé
International foundations in controlling, performance management and decision support.
ConnectShaping the future of healthcare organizations.
Through finance, governance and innovation.
I help healthcare organizations create sustainable value by integrating financial leadership, strategic governance, organizational transformation and evidence-based innovation.
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A professional belief
“I believe that the future of healthcare depends on better decisions: decisions grounded in evidence, guided by integrity, enabled by collaboration and focused on creating sustainable value for patients, professionals and society.”
About
Connecting finance, strategy, research and people.
My career has been shaped by a recurring question: how can complex organizations make better decisions and create sustainable value?
I began in international corporate environments, developing a disciplined understanding of controlling, performance and decision support. Advisory work strengthened my perspective on governance and accountability. Teaching and applied research taught me to challenge assumptions and connect managerial practice with evidence.
Healthcare brought these perspectives together. Today, I combine executive responsibility within the Swiss healthcare system with research, education and international leadership. I work across professional and organizational boundaries to translate complexity into direction—and direction into meaningful change.
National system leadership · 2026–present
Member, H+ Expert Group on the Transformation of the Swiss Hospital Landscape
Contributing to the national dialogue on the future of hospital care, with a focus on system transformation, governance, sustainable financing and collaboration among healthcare providers, policymakers and other key stakeholders.
Beyond professional roles, I contribute to the community as President of Rotary Club Lugano 2026–2027, guided by a belief in intergenerational dialogue, service and shared responsibility.
Professional journey
One path.
Multiple perspectives.
EY
A rigorous perspective on assurance, governance and organizational complexity.
University of Applied Sciences and Arts of Southern Switzerland (SUPSI)
Teaching and applied research—the continuous exchange between theory and practice.
Ente Ospedaliero Cantonale (EOC)
Executive financial leadership within the multisite cantonal hospital network.
International leadership
Contributing to healthcare management, executive education and dialogue across systems and cultures.
Professional philosophy
Better decisions.
Stronger organizations.
Sustainable healthcare.
The highest responsibility of healthcare leadership is to use scarce resources wisely—maximizing value for patients while preserving the organization’s ability to serve in the future.
Stewardship
Creating value today. Preserving the ability to create value tomorrow.
Integration
Better decisions require integrated perspectives.
Reality
Understand the work before interpreting the numbers.
Evidence
Evidence should inform management too.
Trust
Leadership depends on relational legitimacy.
Ecosystems
Patients experience pathways. Organizations experience boundaries.
A perspective shaped over time
The Future of Healthcare Leadership
Generational leadership shift: navigating new challenges, shaping better futures.
Written in June 2024, my open letter was selected to be read during the plenary session of the International Hospital Federation’s World Hospital Congress in Rio de Janeiro.
It explores the defining challenges of healthcare leadership: financial sustainability, workforce shortages, technological transformation and patient-centredness. Addressing them requires leaders who can balance strategic vision with pragmatism, technology with humanity, and expertise with empathy, communication and collaboration—principles at the heart of Integrated Healthcare Leadership.
Despite technological advancements, the human touch remains irreplaceable.
Future leaders need a strategic vision that balances innovation with practicality. They must understand the potential and limitations of technology, foster empathy and compassion, and build relationships across patients, professionals, policymakers and communities.
Federico Umberto Mion · Open letter, 2024
Integrated Healthcare Leadership
A connected approach to sustainable value.
A developing framework and public laboratory—not a finished theory—for exploring how financial leadership, governance, organizational transformation and evidence-based innovation can work as one system.
Finance×Governance×Transformation×Innovation
Work & Impact
From strategy to implementation.
From information to action.
My work focuses on situations in which financial, organizational and professional realities must be brought together to create tangible progress.
Financial Transformation & Sustainable Performance
Repositioning finance as an organizational capability that connects resources, operations and strategy—and supports better executive decisions.
Explore the case →Investing Through Uncertainty
Combining economic discipline, scenarios and strategic judgment to support investment decisions when evidence is incomplete and uncertainty is unavoidable.
Explore the case →Strategic Growth & Healthcare Portfolio Development
Evaluating how services should grow—organically, through partnerships or through integration—and what is required to create value after the decision.
Explore the case →From Technology to Organizational Value
Turning digital tools into new information flows, professional practices and decision processes rather than treating implementation as a technical endpoint.
Explore the case →Building Healthcare Ecosystems
Designing collaboration across hospitals, community providers and partners so that institutional boundaries do not become interruptions in care.
Explore the case →
Research & Insights
My research often starts where managerial decisions become difficult.
Practice generates questions. Research creates evidence. Evidence improves decisions—and better decisions return to practice.
Practice→Question→Evidence→Better decision→Practice
Digitalizing Management Control
How digital tools reshape information, roles and decision-making inside hospitals.
Partnerships & New Models of Healthcare Delivery
How scope and governance influence organizational performance—and why the patient perspective must be made explicit.
Financing Value, Not Volume
How payment, incentives and accountability can support outcomes that matter.
Healthcare Economics & Technology
How clinical innovation, including robotic and laparoscopic approaches, can be assessed through economic and organizational evidence.
Doctoral research
Public–Private Partnerships in Healthcare Service Delivery
Scope, governance and performance.
Doctor of Business Administration · SDA Bocconi · Cum laudeView research & insights →Board & Advisory
Independent judgment.
Integrated perspective.
I contribute a combination of executive financial leadership, healthcare expertise, governance awareness and applied research.
My perspective is especially relevant where boards and leadership teams must reconcile financial sustainability with quality, innovation, organizational transformation and public value. I bring analytical rigor, constructive challenge and a practical understanding of how decisions are implemented inside complex organizations.
International leadership · 2025
Steering Committee Co-Chair
Young Executive Leaders Programme · International Hospital Federation
Community governance · 2026–2027
President, Rotary Club Lugano
Following several years of service on the Club’s governing committee in successive roles—including Secretary, Sergeant-at-Arms and President-elect—I currently serve as President of Rotary Club Lugano. Previously, I served as President of Rotaract Club Lugano-Ceresio in 2014–2015.
Education & credentials
Executive experience, strengthened by research and education.
Doctor of Business Administration, cum laudeSDA Bocconi School of Management · 2025
Young Executive Leaders Programme CertificateInternational Hospital Federation · 2024
MSc in International ManagementHEC Lausanne · 2010
BA in EconomicsUniversità della Svizzera italiana · 2008
Teaching & academic service
Connecting professional practice with academic learning.
Since 2020, I have served as a lecturer in the Master of Advanced Studies in economia e management sanitario e sociosanitario (Net-MEGS) at the Università della Svizzera italiana (USI).
I also contribute as an academic thesis expert and evaluator, bringing an executive perspective to research in management, healthcare and organizational practice.
Scuola universitaria professionale della Svizzera italiana (SUPSI)Dipartimento economia aziendale, sanità e sociale (DEASS)Università della Svizzera italiana (USI)Master of Advanced Studies in economia e management sanitario e sociosanitario (Net-MEGS)HEC Lausanne, University of LausanneFaculty of Business and Economics · Master of Science in ManagementUniversité de GenèveFaculté de médecine & Geneva School of Economics and Management (GSEM) · MAS en Management stratégique des organisations de santé
Invited international education · 2025Financial Operation Practices for Profitable Best Quality HospitalsIndonesian Hospital Association · Indonesian Young Hospital Executives · 22 November 2025
Let’s connect
Better decisions. Stronger organizations. Sustainable healthcare.
For board and advisory roles, executive dialogue, research collaboration, consulting, teaching or speaking.