strategy & success
Successful enterprise management takes into consideration factual information (e.g. financial information). Those goals that can be measured should be measured. Any decision should be taken based on a factual assessment and be monitored and tested afterwards.
Accounting, cost accounting, liquidity planning, budgets, investment calculations, production plans, sales statistics etc. traditionally provide financial measures. However, in most enterprises there is more available.
The difficulty of good financial governance is the link between the softer factors – such as strategy, targets, risks – to those hard facts, i.e. figures and numbers. This can hardly be achieved by accountants and controllers but requires a thorough financial understanding on executive and board level.
Financial governance – leadership by financial measures – is only one aspect of a good holistic corporate governance. Further important aspects are the organisational structure, communication and reporting lines, people and its mindset, the culture overall.
Governance is not a controlling or compliance instrument. It’s the skeleton of an enterprise. If the skeleton is not adequate, the enterprise may suffer in many ways. Good corporate governance is something so fundamental that it might be hard to adjust if it is not or no longer appropriate for the enterprise’s business activities. As business develops so does governance evolve.
Therefore an enterprise should have its own corporate governance experts - ideally in the board.
Corporate and financial governance are not an end in itself. Strategic success is the ultimate goal. Board and management – as well as all employees of an enterprise – strive towards achieving the strategic goals.
This is no simple process neither. The strategy and its related goals are not static but should also not be changed all the time. Nevertheless it’s a permanent process. Markets, customers, technology, actually the whole world evolves. Change has become a constant in life. Some enterprises do need to reflect on their USP more frequent than others. But everyone needs to. Agility has become a necessary characteristic.
For setting the right strategy - and setting the strategy right - it needs visionaries as well as analysts; both able to understand each other.
board and sparring partner engagements
A board needs to be diverse in all aspects. It needs visionaries and analysts, communicators and silent achievers, market specialists and generalists etc. Needless to say that such list is endless. We can add value in respect of financial and corporate governance and in strategic matters, specifically in the role of:
member of the board
head/member of the audit committee
sparring partner to the board or executive management
sparring partner to the CFO
"As former Big-4 partner Hans-Peter Wyss shares expertise and experience from engagements in many enterprises of over more than 25 years."
"A fresh and outside expert view always adds significant value."
advisory and assurance services
We do have significant experience and expertise in the following advisory and assurance services:
support in finance functions (eg. closing, cost accounting, internal & external reporting, controlling, internal control system, risk assessment etc.), incl. implementation or improvement of such functions
representation of foreign companies in Switzerland
audits, limited statutory examination and special assurance services (eg. capital increase, transactions under the Merger Law etc.)
support in IPO or public takeover process
valuation assessment and due diligence process
"We are able to take the lead in your project or provide interim resources and specific knowhow."
"Direct support, no leverage through junior teams,
real value for money."
"Hans-Peter is unique in the way he looks at issues as he first tries to understand the business requirements and what really stands behind the issue. I find him as real professional and always available for us."
global technology leader CFO
lic. oec. publ. / dipl. Wirtschaftsprüfer
Hans-Peter Wyss is the founder and owner of fcs company. He serves on a variety of Boards of multinational and international companies, including NBK Banque Privée, Crypto Finance, Senn Chemicals, Canary Medical and ENKA. He is a member of the commission of the Swiss Takeover Board (UEK) and a member of SwissVR, the International Center of Corporate Governance, EXPERTsuisse, and is a certified Swiss audit expert. He further acts as a member of the cooperative board of Migros Genossenschaft Zurich (GMZ) and of the assembly of delegates of Migros Genossenschafts-Bund (MGB).
Prior to founding fcs company, Hans-Peter was a partner of Deloitte Switzerland. He gained over 25 years of experience as trusted advisor to executive management and boards of companies ranging from early start-ups to listed multinationals in various industries. Hans-Peter was leading engagements in capital market transactions (IPO, listings, public financing, public takeover), risk management, internal control systems, controlling and internal audit, private transactions (due diligence, valuation) etc.
His educational background includes studying of banking and finance at KSZ, and obtaining a Master of Science in Business Administration from the University of Zurich. He also studied in the U.S. and in Mexico and travelled around the globe for many multinational customers, incl. significant presence in Middle Eastern countries. In 2017 Hans-Peter completed the Swiss Board School at IMP-HSG University of St. Gallen.
On a voluntary basis he serves as Financial Director of the Kloten-Dietlikon Jets, a large sports club.