Interim · Board · Advisory
Technology.
Organisation.
Market.
As One.
Technology renewal alone is not sufficient for a successful turnaround. The real challenge lies in synchronising technology, market and organisation. Daniel Göggel orchestrates precisely these three dimensions into a coherent, functioning system.
Customer Need. Customer Value. Value Creation.
Why Incrementiv – and what the name stands for.
«Customer needs define the direction. Customer value is the goal. Technology and organisation are aligned accordingly – consistently, as a system. Value creation is the result.»
«Targeted growth – with impact.»
Sustainable value is not created in a single leap, but through consistent, compounding steps. Increment stands for measurable progress, -iv for activity and impact – a leadership approach that creates value and leaves behind structures that endure.
PE investors and industrial/technology companies in a critical growth or transformation phase who need an experienced executive – one who delivers impact immediately.
Stabilise – Structure – Scale.
In that order. Without shortcuts.
Sustainability means not only profitability, but also: structures, teams and processes that continue to function independently after the mandate ends. That is the standard – and the measure of success.
Daniel Göggel
BSc Electrical Engineering, ZHAW &
Executive MBA, PHW Zurich
Expert at the intersection of Technology, Organisation and Market – with a proven ability to lead all three as a system and thereby create lasting enterprise value.
With over three decades of operational experience – from technical commissioning to CEO responsibility in private equity environments – I combine deep technical understanding with strategic vision and entrepreneurial pragmatism.
For PE investors and industrial/technology companies, I take charge rapidly and fully. My approach follows the Incrementiv principle: Stabilise, Structure, Scale
Mandates & Board
PE investors and industrial/technology companies (focus: EUR 20–250m revenue) requiring an experienced executive in a critical growth or transformation phase – who delivers impact immediately.
Interim Management
CEO · Managing Director · Division Lead
Turnaround, crisis management and post-merger integration for mid-cap companies and PE portfolios, with a consistent focus on customer value. Organisation and technology are aligned to relevant application fields.
Supervisory Board & Board of Directors
Non-Executive Director · Board Member
Strategic oversight at board level with a focus on sustainable value creation through customer value orientation. Particular expertise in technology companies and PE portfolio businesses.
Advisory Board
Beiratsmitglied · Strategic Advisor
Strategic sparring on customer value strategy, value creation models and organisational alignment. For owners, founders and investors – including smaller project engagements.
Project Mandates
Defined Projects · Part-Time
Focused engagements: market and application strategy, M&A preparation, building application-driven sales and innovation processes.
Availability & Geography
EMEA & Asia-Pacific
Basis Bregenz (AT). International mandates across EMEA and Asia-Pacific (Japan, China, Singapore, SEA). Terms on request. Languages: German (native)
Core Areas & Competencies
Six core competencies, demonstrated repeatedly in real mandates with full accountability.
CEO & General Management
Full strategic and operational leadership with P&L responsibility. Consistent alignment of all functions – finance, people, key accounts, R&D and operations – to customer needs and customer value. Value creation as the guiding metric for all decisions. Experienced in PE-backed, owner-managed and founder succession contexts.
Turnaround & Crisis Management
Technology restoration with a clear value creation focus: reducing technical debt, restoring delivery capability – whilst simultaneously realigning to the applications where genuine customer value and competitiveness are achievable.
Post-Merger Integration
Operational integration of acquisitions with a focus on market synergies: ERP implementation, process harmonisation, establishment of new sites – always with the objective of aligning the combined organisation to the right customer segments.
Business Development & Growth
Growth strategies developed consistently from customer needs and aligned to maximum customer value – not from the product catalogue. Value creation occurs where customer need meets capability. Building sales-and-marketing processes, lead management and marketing automation – from national markets to China.
Innovation Management & R&D
R&D consistently aligned to customer needs and customer value: investment directed towards applications with genuine value creation potential. Building scalable innovation organisations, open innovation partnerships with international technology partners, agile processes and AI-powered toolchains.
Global Leadership & Teams
Leading global teams with a shared focus: understanding customer needs, delivering customer value, maximising value creation. Voice of Customer as a systematic leadership instrument at every level. Master Black Belt Voice of Customer (Danaher). Proven intercultural competence across four continents.
Projects & Results
Technology Restoration & Growth
Severe technical debt, absence of alignment to customer needs and critical warranty claims following a PE-led founder succession. The organisation was optimised for internal processes – not for the market.
Technology restoration alongside a simultaneous realignment to relevant customer requirements. Substantive revenue and profitability growth. Headcount significantly expanded. Trust of the key customer fully restored.
Interim Managing Director & M&A Integration
Acquisition of distribution rights for a new market. Integration of a business unit into a holding structure – without existing infrastructure or established market presence.
Two operational branches established, fully aligned to local market and customer requirements. ERP and IT infrastructure implemented. Strong project pipeline built. Double-digit revenue growth in the first full financial year.
Systematic Market & Growth Development
Established company with a solid product base – but without systematic alignment to customer segments and applications. Growth entirely opportunistic, no market prioritisation.
Substantial revenue growth following systematic segmentation and focus on the most profitable application fields. Sales process, CRM and KPI system durably established.
International Open Innovation Partnerships
Absence of core technologies for the strategically most important application fields. Market position threatened by disruptive competition – internal R&D too slow to meet market requirements.
External technology from international partners tailored and integrated to proprietary customer needs. Time-to-market achieved. Significant market share gain secured.
Growth Initiatives & Marketing Automation
High product quality, but absent alignment to the right customer segments and applications. Passive market approach, insufficient visibility in the most profitable target markets.
Systematic alignment to relevant application segments and customer needs. Multiple-fold increase in qualified contacts. Continuous new customer growth. China market: structured local market presence established.
Building a Software R&D Organisation
Following founder departure: absent development resources and insufficient technology mastery. No innovation process driven systematically by market requirements and applications.
R&D organisation built that starts consistently from market requirements: backlog prioritised by customer value, agile methods and AI-powered toolchain implemented.
Daniel combines strategic vision, operational excellence, and strong personal integrity in a way that is rare to find. I can recommend him without hesitation for any leadership role where transformation, growth, and long-term value creation are key objectives.
What I Stand For
Beyond the track record – how I lead and what drives me.
„Successful scaling does not fail for lack of ideas – it fails because technology, market and organisation do not act as one.“
My strength lies precisely in removing these growth barriers. I speak the language of engineers as readily as that of the sales team. I understand what investors require for the next growth phase – and what makes the difference between a good product and a scalable business model that consistently gains market share.
Real growth emerges when customer needs are systematically anticipated and the organisation is radically aligned to the future market – not to its own history. Structures, resources and processes must follow the growth path. Those who anchor this principle create competitive advantages that deliver not merely short-term revenue spikes, but lasting results.
In expansion phases, I lead with transparency, focus and clarity. I raise the uncomfortable questions about scalability early, address bottlenecks openly and ensure reliable commitments are kept.
I have genuine respect for craft and technical excellence. But excellence must scale. I listen before I decide, whilst building the structures that enable teams to surpass themselves during growth phases.
Career History
Over three decades of operational leadership – from product development to full P&L responsibility.
Academic Foundation
Ready for Your Mandate
Get in touch – for an initial, no-obligation conversation.