I’m sonja Stirnimann.

[ CORPORATE INTEGRITY. STRATEGY.
GOVERNANCE. aUDIT. FINANCE.
NEGOTIATION. ]

We all have our stories

About
Her.

We are the summary of all our experiences.

That fact makes it so precious to bring together personalities with different perspectives, backgrounds, beliefs and missions.

Our own individual stories are unique – as we are.

To Get an overview

Her
Engage­ments.

“Driven by curiosity I would need more than just one life to discover the world and it chances and challenges. The root cause goes back in my early childhood.”

The combination and evolvement of technology and human behaviour are cornerstones in her daily work – accompanied by continous development.

Wherever I engage - I do it with passion.

I am grateful for all my engagements and the interaction with inspiring individuals.”

Experience and Knowledge are everything

Her Skills.

01.

Integrity & Strategy

Integrity matters most. Broad operational and strategic expertise through all level of hierarchies allows me to think and act strategically for the sake of the vision.

02.

Governance, Risk & Compliance

Good governance is what protects our vision, our people and our crowne jewels. I go far beyond regulatory compliance only – for peoples’ and companies’ security.

03.

Finance & Communication

The interpretation of figures combined with the ability to communicate and negotiate is a highly valuable skillset. In good times and crisis.

something to Think About

The
Blog.

Unplanned Novel Risks

How you can train your capabilities of identifying novel risk – no matter whether you have to do it as an individual for your family and friends or as a professional for your own business or for the one you take care of?

How to manage the decreasing willingness to comply

Have you ever thought about what “crisis fatigue” could mean in the corporate world? Not only on individual level? What I still see is, the risk of having to many rules to comply with which are not effectively implemented.

Is compliance possible in crisis?

As a result of the current crisis, priorities have been redefined – into the so-called crisis mode of those responsible. Consciously or unconsciously. There is a strong suspicion that this happened unconsciously in many organisations, which increases the risk of misallocation.

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