First of all, please tell us something about yourself: What hashtags best describe you?
Haha, that's a tough question, as I'm not the type who likes to describe himself with hashtags :) But if you insist: #AllInClub #Commitment #NoSpotlightNeeded
Please tell us more.
#AllInClub: I've always been more comfortable at the extremes than in the middle. I try to give 100% all the time. Whether that's a virtue or a quirk is up for debate.
#Commitment: It's important for me that my colleagues can rely on me. I'm a team player. Maybe sometimes a bit too much so, because I still have to practise weekly how to say "no."
#NoSpotlightNeeded: I'm someone who would happily make his birthday invisible in the calendar. I'd rather be the one who keeps things running in the background, unnoticed if possible. Maybe that also explains why Batman has always fascinated me more than Superman: no spotlight, no stage, a hero without an audience.
Let's talk about your professional activities: What do you do at Basler Verkehrs-Betriebe BVB?
As Chief Data Officer at BVB, I'm responsible for the data and BI strategies at one of the largest public transport companies in Switzerland. Specifically, this means building a modern data platform, developing a company-wide BI infrastructure and using data strategically as a corporate resource. In addition, I have to consider things like data governance, information security, and ways of classifying data.
I also lead a team of IT specialists and project managers and am involved in numerous projects. As AI becomes an increasingly important topic, I run awareness workshops throughout the company, for the executive board, managers and staff members. I've also taken a leading role in various AI projects. In short: boring moments are rare.
What did you do before and why did you join Basler Verkehrs-Betriebe BVB?
Originally, I got a bachelor's degree in business administration, without giving it much thought. After my studies, I tried working in financial services, but within the first few months I realised it wasn't fulfilling. So I decided – a bit late, I was already approaching 30 – to enrol in the MSc in Applied Information and Data Science programme.
I thus had to start from scratch again, as a trainee at BVB – while my friends were long since earning well, buying cars and booking expensive holidays. While that wasn't always easy for me, it proved to be the right decision in hindsight.
My manager at the time gave me a lot of BI responsibility from the start, and new doors kept opening. So, the trainee eventually became the Chief Data Officer. That probably sounds smoother than it was, and it included a lot of hard work, plenty of uncertainty, and a fair amount of being in the right place at the right time. Sometimes it pays to take a detour.
What is the most exciting part of your job?
The most exciting part is the variety. BVB consists of three large operational divisions: transport, technology, and infrastructure. They almost seem like independent companies. Then there are the classic cross-functional areas like finance, HR and the corporate staff unit. In all these areas, the appetite for data and analysis is growing noticeably, exactly the reason why we're needed.
What makes the work even more interesting is the nature of the industry. As a public company, we have to justify every franc we spend. After all, the money comes partly from taxpayers, which forces us to be creative and set priorities. At the same time, over the years we've developed certain dependencies in the form of home-grown Excel solutions, external tools, vendors with a monopoly in certain public transport niches. Breaking free of these dependencies isn't just a sprint; it's a marathon.
In short: it's never boring, and the solutions you come up with have to be technically, economically and politically viable. That's a combination that challenges me every day.
Which data science skills are particularly in demand in your job?
Since I currently work more on the strategic side, classic data science skills like modelling or programming aren't front and centre. What counts are things like strategic thinking, communication and the ability to make complex topics understandable to an audience that doesn't necessarily specialise in data.
Still, a solid technical foundation is a huge advantage. Anyone who knows their way around technical questions can make better decisions, hold their own in discussions, and will be taken more seriously by experts. You should know what's possible, be able to evaluate a solution in terms of staffing and budget, and know where the opportunities and risks lie.
Just as important are foresight and the ability to prioritise. You can't tackle everything at once, and anyone who tries to do so ends up doing a mediocre job. I try to focus on what really makes a difference and accept that I can't cover every topic fully right away. That, too, isn't always easy.
Do you see yourself more as a techie, an analysis whiz, a creative genius, a management superhero or a brilliant all-rounder?
Phew, a tough question. I'll completely drop the "brilliant" idea, but the "all-rounder" probably fits best. I've always had a good technical understanding, but I feel just as comfortable when it comes to strategy, communication, and technical leadership. Though I have to admit: you don't become an all-rounder through talent, but through circumstances. I had to make my way through different situations and roles, rarely under ideal conditions or with clear directions. At some point you learn to adapt. And you then realise it's an advantage not to be an ultra-techie, but quite the opposite. Maybe the real skill is the ability to find your way pretty much anywhere. Sounds unspectacular, but over time it's become my most important asset.
What fascinated you most during your studies in the MSc in Applied Information and Data Science?
Looking back, it was a very intense time. My studies started right in the middle of the COVID lockdown, which is why I still remember a lot of it quite clearly.
Honestly, what fascinated me most were my fellow students. There were people who made me think, "Wow, they really know their stuff", and that pushed me to raise my own level, which was exactly what I needed at the time. I also really valued the modular design of the programme because you can adapt it to your interests, whether they're in technology or more in management. The whole thing takes on a very different quality compared to a rigid curriculum.
But what surprised me the most was the way people treated each other. From day one, the programme management and the whole environment were strikingly personal, open and approachable. I hadn't experienced that at my previous university, and it made a real difference.
What are the biggest challenges in your job right now?
The biggest challenge is developing data solutions for a public-sector environment. The topic has been neglected for a long time, and now suddenly everyone is discovering the value of data, dashboards and analyses.
We thus have an interesting contrast: on the one hand, we're actively pushing topics like BI products, data governance and strategy; on the other hand, business partners are increasingly telling us they want solutions directly. Balancing the need to develop a solid strategy with delivering what operators are asking for is no easy task.
Developing a financing model complicates things further. As a public company, we work on the principle of commissioned services: the canton commissions a service and we quote a price, which we then use as the basis for planning the next two years. This requires us to be very disciplined in how we use resources and it means we don't have unlimited funds for data projects, as might be the case in a large corporation.
That's exactly where the next challenge lies: delivering value from a central data platform and well-founded analysis for our operations. After all, if we fail to understand that any willingness to invest will decline, and without investments, even the best strategy remains a purely theoretical construct.
What advice would you give to someone who wants to do the same thing as you?
First, I have to be completely honest: someone has to give you the chance, which involves a mix of things you can influence and things you cannot.
In my case, it was hard work "behind the scenes", as the saying goes. Add to that loyalty to the employer, even in phases when the plan wasn't yet entirely clear. And you also have to be in the right place at the right time. Although you have no control over the latter, you can prepare so that you're ready when the opportunity comes along.
It also comes down to the environment: anyone who wants to work in a similar context – a public company, limited resources, lots of projects happening all at once – needs two things above all: perseverance and the ability not to get frustrated. You'll never solve all the problems at once, something that can wear down anyone, me for example, who's fully committed. Even if it sounds like a overused motivational meme, you have to try to turn obstacles into opportunities, emphasis on "try to" :)
Finally, what new hashtag are you aiming for in future?
I'd say #happiness. In every situation in life, now and in the future.
We would like to thank Matteo Karten for his dedication and for sharing these valuable insights.
