Thomas Neusiedler will drive forward the newly created GIAM segment with his passion and experience.
GIAM: pure potential
While Thomas Neusiedler has only recently become a member of Helvetia’s Executive Management, he has been with the company for a long time. As CEO of the new GIAM (German, Italian, Austrian Markets) segment, he wants to draw on his experience to help Helvetia grow even more profitably in these three countries.
Text Sarah Büchel Photos Florian Brunner, St. Gallen
Thomas, Helvetia presented its new strategy in December. What does this mean for the GIAM segment?
For GIAM, our focus is on the aspiration to be a Local Customer Champion. Here, the aim is to further enhance our customer proximity via existing channels and become even more professional in what we do. This, in turn, has to be based on reflected pricing and product intelligence. The keywords here are technical excellence and efficiency. In other words, what we do ultimately has to be profitable. The needs of our customers must always be our top priority. We would do well to scrutinise what these customer wishes look like, as this isn’t something we can simply know off the top of our heads. Our insurance solutions are designed to be customised off-the-peg.
Where do you believe opportunities lie in the individual GIAM countries?
In all three countries, our market share stands at below 5 %. However, this means there is enormous potential to be tapped into. After all, it is invariably easier to attack the market with a certain level of pricing intelligence than to have to defend a high market share. Only in Austria do we find ourselves among the top 10 insurance providers. We want to generate growth in all countries in a clearly profitable manner and compete for points, to put it in skiing terms.
And what risks do you see?
Over recent years, many natural disasters have occurred in Central Europe. In contrast to Switzerland, there are no state solutions in these instances. Instead, everything is handled by the private sector. This is putting additional pressure on the segment.
“If we want to remain on the winning side going forwards, we will have to leave our comfort zone.”
How has your role changed now that you are CEO of GIAM and Austria at the same time?
I am a strong advocate of this dual role, as I believe it will do us good to bring more of the market into the Executive Management. Otherwise, the customers are too far away. I am of course more deadline-driven. It gives me the feeling that whatever I am not currently working on is being neglected. I have to prioritise a lot and redistribute tasks. I am no longer able to do what I did in the past, and this does hurt a little sometimes. However, it is already starting to prove its worth.
In the past
The rules are strict: only road bikes produced before 1987 are allowed to be ridden in “L’Eroica” and participants have to wear woollen jerseys and leather shoes, just like in the old days. The event’s long route is also a tough one, with many sections of the course leading over gravel roads and riders climbing a total of 3,700 metres in altitude over a distance of 209 kilometres. It goes almost without saying that riders can look forward to more than just isotonic drinks at the feed stations – after all, this is the Chianti region.
Photo Getty Images
While Helvetia is becoming ever more international, its Swiss roots remain important. How important is Swissness within GIAM?
Swissness has a positive impact on business. The Swiss have a reputation of being good with money. This is something we can capitalise on, which is why Swissness will remain part of the company’s DNA. I always say that we are the Swiss army knife of insurers. These pocket knives are much more modern than their reputation suggests. There are now versions with built-in USB sticks. The Swiss army knife has evolved and so have we – by becoming more international.
Let’s look ahead to 2035: what would you like to be proud of then?
I would like to be proud of the fact that we are a valued segment and a viable pillar for the Group. As things currently stand, GIAM’s contribution to earnings remains low. It is my job to increase this and ensure greater stability and profitability. However, I don’t want to lose people along the way. The passion and expertise that exists in the individual countries are very important. Adopting a one-size-fits-all approach will not lead us to success.
Together with David, you are the longest serving member of the Executive Management. How do you assess Helvetia’s development in recent years?
When I joined Helvetia 12 years ago, I thought to myself that there were a lot of white old men in the Executive Management team. And now I am one of them. However, a lot has changed since this time – for example, we now have three women at the highest management level, we speak English in the Executive Management and we have become much more international. If we want to remain on the winning side going forwards, we will have to leave our comfort zone. I therefore view these developments as positive.
Do you think that this Helvetia experience will be useful with respect to the upcoming change?
I view myself as a messenger, reminding people that a company history spanning 160 years is something to be proud of. However, the next 160 years will not be any easier, which is why change is imperative. The consistency of the company and the Helvetia spirit are certainly aspects that will help us and take us forwards.
Helvetia spirit? What does this mean for you?
The Helvetia spirit is characterised by mutual appreciation combined with a healthy dose of entrepreneurial spirit. And it means that the long term remains the long term. Insurance works over time and not from one day to the next. We understand our history and bring both professional and human quality to the table. This is the card to play.
What is needed from the employees?
We have to stay hungry. The famous Austrian skier Hermann Maier once said that those who train where the weather is nice will come in second. This means that we all have to perform – including in times when the framework conditions are challenging – if we want to achieve our goals.
How will you contribute personally to achieving the strategy?
Through a combination of seriousness and passion. I don’t ask any more of others than I do of myself. For me, it is more than simply a job. I want to set an example.
The Japanese art of Kaizen
In Japan, focus is often achieved through the philosophy of Kaizen – a holistic approach to improvement. These improvements are often minor in scale, such as the adjustment of a form. Over time, however, the many small improvements add up to generate considerable increases in efficiency and quality.