ETEL TODAY. TOMORROW. BEYOND.
A conversation with Co-Managing Directors Alex Hirter and Jean-Marc Vaucher
People First. Technology Follows.
How ETEL’s leadership team is building a global technology company without losing its soul.
“The future is bright — without any limits.” It’s a bold statement from Alex Hirter, Co-Managing Director of ETEL. Yet after spending time with him and fellow Co-Managing Director Jean-Marc Vaucher, it feels less like a slogan and more like a mindset. Over the past decade, ETEL has transformed from a respected Swiss engineering company into a global technology leader serving some of the world’s most demanding industries.
But when asked what makes them most proud, neither of them starts by talking about products, turnover or technology. Instead, they talk about people.
A Company Built on Trust
Ask Alex Hirter and Jean-Marc Vaucher to describe ETEL in three words, and neither of them is particularly comfortable with the exercise.
“It’s difficult,” Alex smiles. “Dynamic. Customer-focused. Successful.”
Jean-Marc laughs before shaking his head.
“I can’t describe ETEL in three words. Every morning I arrive here happy. For me, there is only one word: great.“
It immediately becomes clear that their leadership style is less about management theory and more about creating an environment where people genuinely enjoy coming to work.
For Jean-Marc, success has never been measured purely by financial results.
“If our people are happy, if they develop themselves and are proud to work here, then I’m proud too.”
Alex couldn’t agree more.
“People are at the center of everything we do. But what also makes me proud is that everyone is moving in the same direction. There’s a positive energy throughout the company. We adapt quickly, we innovate quickly, and everyone contributes to moving ETEL forward.”
That shared sense of purpose has become one of the company’s greatest competitive advantages.
One Vision. One Direction.
Ten years ago, ETEL looked very different. The company had exceptional technology but was navigating a challenging period. A major restructuring in 2019 marked the beginning of a new chapter.
Today, ETEL is profitable, internationally recognized and plays a key role in the global semiconductor industry.
According to Alex, the transformation wasn’t driven by a single breakthrough.
Alex Hirter, Chief Executive Officer at ETEL
“We completely changed our business model.”
Manufacturing became more international. The collaboration with HEIDENHAIN grew stronger. New divisions increased agility, decision-making became faster, and ETEL shifted its focus towards global markets — particularly Asia.
The result was much more than business growth. It changed the company’s mindset.
Jean-Marc believes the biggest transformation happened inside the organization.
“Today, everyone shares the same dream. Before, people were more hesitant. They were afraid of making mistakes or taking decisions.”
Now, the opposite is true. Employees are encouraged to make decisions, experiment and learn. Mistakes are no longer seen as failures but as opportunities to improve.
“If people don’t make decisions, the company can’t move forward. We trust people. That’s how you gain speed, performance and innovation.”
Alex sees another important consequence of that cultural shift.
“People are much more confident today. You can feel the energy throughout the company.”
Growing Without Losing Your Culture
Growth often changes companies. Processes become more complex. Communication becomes harder. Hierarchies tend to grow.
At ETEL, however, both Managers believe the challenge is to grow without losing the entrepreneurial spirit that made the company successful in the first place.
Their answer is surprisingly simple:
- Keep the organization close.
- Office doors remain open.
- Engineers speak directly with management.
- Ideas move quickly.
- Coffee breaks are shared by everyone.
“Nobody calls me ‘Mr. Vaucher’,” Jean-Marc says with a smile. “If someone does, I immediately tell them: ‘Please, call me Jean-Marc.’”
For him, leadership isn’t about hierarchy. It’s about accessibility.
“People need to understand why they are doing something. Once they understand where the company is going, they naturally want to be part of the journey.”
Transparency has become one of ETEL’s defining leadership principles.
“We try to be as transparent as possible,” Alex adds. “The more people understand the business, the stronger the company becomes.”
That openness also explains why ETEL continues to attract highly qualified engineers despite increasing global competition for talent. The company offers cutting-edge technology, but perhaps even more importantly, it offers trust.
Humility as a Competitive Advantage
When asked which quality they value most in their employees, neither of them mentions intelligence, technical expertise or ambition.
Jean-Marc answers without hesitation.
Jean-Marc Vaucher, Chief Technical Officer at ETEL
“Be humble.”
He pauses before continuing.
“Humility is one of ETEL’s greatest strengths. We’re confident in what we do, but we never become arrogant — not with customers, not with colleagues, not with partners.”
Learning, he believes, never stops.
“One of the nicest things people tell me is that they learn something new every day at ETEL.”
For Alex, this culture of continuous learning is what enables the company to innovate year after year. Because innovation, in the end, doesn’t start with technology. It starts with people who are curious enough to challenge yesterday’s solutions.