Ramona Furter, applying for Strategy Director at Airalo, Dubai.
At Ifolor I owned the e-commerce strategy and budget for a business over CHF 100M, reporting to C-level, and lifted conversion by 9%. Before that I was in WePractice’s founding team through two funding rounds and ten locations. Today at Swiss Post I take an AI business model from opportunity sizing to a roadmap with KPIs, and make the build-versus-buy call.
Below is the page I’d write in my first weeks, and the three readers it has to serve.
Your ad puts the OKR framework, the PMO, the business reviews and the board pack under one role. On your Lever board today, eleven other open roles are directors, VPs, or people who will own a measurement system, and they all land inside the same two quarters.
Your partner page already shows what that costs. It says "More than 6,500 companies trust Airalo Partners" and, further down the same page, "More than 5000+ companies already trust Airalo Partners". One page, one metric, two answers. That is not sloppiness. It is what happens when a company adds ten million customers in a year and the definitions cannot keep up.
So here is the page I’d write first. Three objectives, one number each, one named owner each, and it only works if three very different readers can all use it.
Worked example. Targets are illustrative, set from public information without inside knowledge.
Who is reading it?
Unlimited becomes the default plan, not the upsell.
Share of first purchases that are Unlimited: 18% → 30% by 31 December.
Airalo Partners becomes the second growth engine.
Partner-sourced activations: 22% → 28% of all new activations.
Every number on this page means one thing.
One written definition and one named owner for all three, by day 45.
Your board reads it in two lines.
CVC funded growth and the enterprise side. Lines one and two answer whether both are compounding, in the same words every quarter.
Line three is mine, not theirs. A board shouldn’t have to watch me tidy definitions.
Reset the OKR framework company-wide in my first quarter. With eleven senior owners still arriving, a reset now buys a second reset in six months. I’d run the cycle that exists, fix the definitions underneath it, and reset at the natural boundary once the owners are in their seats. No new tool before then either.
I designed and built this page with Claude Code. I read your job board, chose the case, set the assumptions and own the calls.
At Ifolor the strategy, budget, resourcing and KPIs for a business over CHF 100M were mine, reporting to C-level. Research, A/B testing and analytics moved conversion by 9% and the checkout step rate by 15%. At Swiss Post I size the opportunity, build the cost-versus-benefit case and carry it to launch. Automation and AI took 30% out of the time we spend on sales, and a pitch-check avatar I built cut proposal feedback time by 90%.
WePractice grew to ten locations, 23 people and 170+ customers, with over 1000 client matches in the first year. At Brixel I was the bridge between senior stakeholders at UBS and Baloise and the internal product team. Remote and distributed teams are how I’ve worked at Swiss Post, WePractice and Ifolor, and I ran my own studio from the road for five months in 2025.
I haven’t run an M&A transaction or a due diligence. I’ve been on the raise side, in the founding team through two rounds, and I build the financial case a decision hangs on: opportunity sizing, build versus buy, cost versus benefit. Two other things are true. I have never worked in telecoms. And I am in Zurich, applying for the Dubai contract, with the move already decided rather than under consideration. If this role is mostly deal execution, I am not your candidate.
Jan 2026 to now · Zurich
AI Project Lead, Innovation & Business Strategy · Swiss Post, Advertising
AI-driven business models from opportunity sizing to a prioritised roadmap with KPIs. Sales time down 30%, proposal feedback time down 90%.
Oct 2024 to Jul 2025 · Zurich
Senior Product Manager, Lead E-Commerce · Ifolor Group
Owned e-commerce ecosystem and strategy for a business over CHF 100M, reporting to C-level. Conversion +9%, checkout step rate +15%.
Jun 2023 to Sep 2024 · Zurich
Lead Project Manager · Brixel
Owned partnerships with UBS and Baloise, and was the bridge between senior client stakeholders and the internal product team.
Mar 2020 to May 2023 · Zurich
Marketing & Growth Lead, Founding Team · WePractice, Sparrow Ventures
Two funding rounds closed, ten locations, 23 people, 170+ customers. Built the go-to-market and led the team after Series B.
Sep 2019 to Sep 2022 · Zurich
Growth & Venture Builder · Sparrow Ventures
Go-to-market for several internal startups from validation to scale-up, with experiments to lift conversion and cut acquisition cost.
Jan 2017 to Aug 2019 · Bern
Intrapreneur, Innovation · Die Mobiliar
Market pilots from MVP to launch, including Smide and XpertCheck, with market-entry strategies and the experiments that steered them.
2005 to 2016
Commercial and product-marketing foundation
Trade marketing at Promena, product management at Cruspi and Domaco, accounting at Kuoni and AMAG, and a commercial apprenticeship at Bridgestone.
I’m a project lead at heart. I take things from the idea to the launch, and past it into whether they actually worked. My career started in accounting, went through FMCG product marketing, corporate innovation, venture building and an e-commerce P&L, and sits in AI business models today. That route is why a plan, a spreadsheet and a launch date feel like one object to me instead of three departments.
Outside work I ride. I built and run Pedal Peak, a cycling platform that now carries 331 hand-ridden routes across twelve countries, and 2025 included bikepacking in Togo and Benin. Buying data in a country I’d just landed in is a problem I have solved badly many times, before anyone solved it well.