{"id":24036,"date":"2025-10-02T09:40:45","date_gmt":"2025-10-02T07:40:45","guid":{"rendered":"https:\/\/sits.com\/presse\/pascal-keller-bossart-im-interview\/"},"modified":"2025-11-25T19:50:52","modified_gmt":"2025-11-25T18:50:52","slug":"news-interview-with-pascal-keller-bossart","status":"publish","type":"presse","link":"https:\/\/sits.com\/en\/news\/interview-with-pascal-keller-bossart\/","title":{"rendered":"Interview with Pascal Keller-Bossart: How the new SITS CEO plans to make the group more efficient"},"content":{"rendered":"

[vc_row custom_background_class=\"gradient-up\"][vc_column][vc_column_text]Pascal Keller-Bossart took over as CEO of the SITS Group at the beginning of March 2025. In this interview, he talks about his new role, reflects on the role IT security has played in his career so far \u2014 and explains why he believes it\u2019s not just a matter for top management.<\/strong>[\/vc_column_text]

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You took over as CEO of the SITS Group last March. What was the first thing you tackled in your new role?<\/strong>
Pascal Keller-Bossart:<\/strong> It was important to me to give customers a stronger voice in our internal discussions. That\u2019s why we immediately started to bring the customer perspective more strongly into all management meetings. Even though we are naturally very focused on internal transformation topics, it\u2019s crucial to always keep the customer\u2019s point of view in mind.<\/p>\n

What does that mean in concrete terms?<\/strong>
It means that we continuously and systematically collect feedback, insights from customer meetings, useful ideas, but also criticism and suggestions for improvement, so we can feed this input back into our work. Everyone on the team is expected to report on their customer interactions and the feedback they receive. It\u2019s also important to me that we don\u2019t just send employees in the traditional customer-facing roles \u2013 such as sales or delivery \u2013 to meet clients. Management must also build these relationships and show a visible presence.<\/p>\n

You took over the leadership from Maximilian Coqui. What was behind the change in leadership?<\/strong>
Maximilian Coqui comes from our investor, Triton Partners. After leading the SITS Group as CEO during a transition phase, he is now focusing again on his original role as Triton\u2019s representative. This phase was very valuable for both sides: it allowed our investor to gain even deeper insights into the company and to become more familiar with the specifics of the SITS Group. As a result, we can now work together in an optimal way. We are once again operating with a three-person leadership constellation \u2013 myself as CEO, Coqui as the investor\u2019s representative, and a chairman who is independent of Triton. Alongside the Board of Directors, we form the ongoing strategic coordination committee.<\/p>\n

Are there clear guidelines from the investor that reach you via Coqui, or are you relatively free in managing the group?<\/strong>
Ultimately, the investors want us to be as successful as possible \u2013 and that\u2019s exactly what I want as CEO, too. So they give us the freedom to run the business as we see fit. My appointment as CEO is proof of that: I joined SITS to contribute my experience in enterprise IT services. The investors mainly engage with us at a strategic level, constructively challenging our plans and asking the right questions \u2013 for example, whether the measures we take really help us become more efficient and more attractive to our customers. This exchange currently takes place at exactly the right level. Conversely, I\u2019m very pleased that the investors support us on the financing side \u2013 an area where they naturally have great expertise. In this way, SITS and our investors complement each other very well.<\/p>\n

At Inventx, you previously worked mainly in the finance and insurance sector. Before that, you were responsible for topics such as G Suite and Cloud at Google. Now you\u2019ve joined an IT security service provider. How big a step was that for you?<\/strong>
The most important thing has remained the same over the years: my passion for IT and technology. My enthusiasm for using technology in ways that truly benefit customers and their businesses hasn\u2019t changed either.<\/p>\n

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A customer doesn\u2019t just want to outsource their security and then be glad never to hear from their service provider again.<\/p>\n

- Pascal Keller-Bossart, CEO, SITS Group<\/div> \n \n <\/div>\n<\/div>

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How do you bring this passion to SITS today?<\/strong>
At SITS, this passion and enthusiasm are once again at the heart of what we do. We use technology to safeguard and protect our customers \u2014 which, of course, has a significant positive impact on their business processes.<\/p>\n

At Inventx, you built up a business unit for cybersecurity, among other things. How does this experience help you now in leading an IT security service provider?<\/strong>
I already gained valuable experience with IT security during my time at Google. When you offer cloud-based collaboration and productivity solutions, discussions about data protection and technical security are always part of the picture. That gave me an early understanding of enterprise customers\u2019 needs and their decision-making processes in these areas. Once again, the key lies in understanding the customer. I\u2019ve found that transparency and proximity are particularly important in security. Customers don\u2019t simply want to outsource their security and then never hear from their provider again. They want to stay informed \u2014 to understand what has been done, how it was done, and how it benefits them. So I\u2019ve been able to draw heavily on my previous career experience, which is now helping me at SITS.<\/p>\n

Did you already feel the urge to dive deeper into IT security back then?<\/strong>
Yes, absolutely \u2014 in two ways, actually. On the one hand, I have an engineering background, and from that perspective, the field is fascinating because it\u2019s developing so rapidly. The threat landscape is constantly evolving. On the other hand, it\u2019s not just the technology that\u2019s exciting \u2014 the market itself is, too. The industry is growing strongly, partly because the international situation has become more uncertain and threat scenarios are increasing. This is driving demand for security solutions. Security is now top of mind not only for IT leaders but also for CEOs. Recent surveys show that cybersecurity is already among the top three business risks. For us, that\u2019s a clear signal that we\u2019re focusing on the right area \u2014 one where customer demand is high and where we can make a real impact with our technical expertise.<\/p>\n

In recent years, the SITS Group has regularly made headlines with new acquisitions. Lately, though, things have been quieter. Has the phase of inorganic growth come to an end?<\/strong>
Your observation about the past few years is correct. Our current focus is on integrating the parts of our organization more closely at the international level \u2014 in the spirit of \u201cOne SITS.\u201d<\/em><\/p>\n

Can you tell us more about this strategy?<\/strong>
We\u2019ve grown significantly since 2017. Over the years, 18 companies have come together to form today\u2019s SITS Group. It\u2019s been a journey to unite these individual entities \u2014 both organizationally and culturally. This process has unfolded in several phases, and today we are truly more than the sum of our parts. In Switzerland, the mergers happened earlier, and since last year, we\u2019ve also been consolidating all companies and legal entities in Germany into a single organization. The acquisitions have brought new areas of expertise into the group, and as a result, we now cover nearly the entire cyber spectrum. If you look at the NIST framework, there\u2019s hardly an area we don\u2019t address. That\u2019s why, at present, there\u2019s no pressing need to add new pieces to the puzzle through further acquisitions.<\/p>\n

What steps have you already taken to achieve this strategic goal?<\/strong>
We\u2019ve already made strong progress. For example, we\u2019ve become even more international: we\u2019ve established a cross-border security consulting and advisory organization that was previously run within the individual national companies. We\u2019ve also merged our cyber defense teams from Germany and Denmark, and the IAM teams from the Netherlands and Germany have now been combined as well.<\/p>\n

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In terms of customer focus, we set ourselves apart from our competitors.<\/p>\n

- Pascal Keller-Bossart, CEO, SITS Group<\/div> \n \n <\/div>\n<\/div>

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Are there similar areas of expertise in Switzerland?<\/strong>
We also have a strong presence in Switzerland in security consulting and secure IT services. Another particular strength here is in cryptographic solutions \u2014 including PKI, certificate management, encryption, and digital signature solutions. Much of this was developed locally in Jona and is still maintained here \u2014 such as our Keyon products. We\u2019ve already achieved great success with these solutions in Germany and other countries, but I\u2019m convinced they have even greater international potential.<\/p>\n

What are the next steps in the One SITS strategy?<\/strong>
Strengthening our practices \u2014 in other words, pooling expertise that is currently spread across different countries. This will enable us to leverage all of our know-how across every region where we operate. Decoupling this expertise from the national companies so that we can serve all markets more effectively is an important transformational step. I also want to drive the company\u2019s growth through an even stronger customer focus \u2014 that\u2019s where we can truly differentiate ourselves from competitors.<\/p>\n

Where would you position the SITS Group compared to its direct competitors?<\/strong>
I would say that, with our 700 employees in five countries, we are one of the largest players \u2014 at least among providers that are genuinely focused on cybersecurity services and have European roots. This is a major advantage when, for example, the topic of digital sovereignty comes up in discussions with customers. It allows us to position ourselves as a flexible, local provider \u2014 in contrast to the very large multinational system integrators and consultancies, which have a much broader focus and are less specialized in security. Despite our size, we still operate like an SME: we can engage with customers on an equal footing and create truly customized solutions. The customer doesn\u2019t have to adapt to our solution \u2014 we adapt our solutions to the customer.<\/p>\n

Does the interest in digital sovereignty really come from the market, or is it mainly driven by providers?<\/strong>
There is a very real demand in the market. Many companies are watching the current geopolitical developments with concern. Even across the Atlantic, the situation is no longer as simple or clear-cut as it used to be. From my time at Google, I know that cloud services from US providers have always been viewed critically. In the past, however, there was still a basic level of trust \u2014 today, much more is being questioned, whether justified or not. These uncertainties create a dilemma for companies: they don\u2019t want to give up the advantages of cloud technology. At the same time, there are few true alternatives to the large, established cloud providers in terms of performance, features, and speed of innovation. That\u2019s why companies are now trying to find the right balance that allows them to continue benefiting from the cloud. I don\u2019t believe they\u2019ll stop using US cloud solutions overnight \u2014 rather, they\u2019ll look for ways to use them more selectively and securely.<\/p>\n

What options are available to them?<\/strong>
Companies can, for example, strengthen governance to regulate which data goes where \u2014 and also technically monitor and control data traffic. Not all data has to go into the cloud; by keeping sensitive data on-premises, they can reduce exposure to cloud-related risks. In these cases, we can provide tailored support using our own secure infrastructure. Companies can also process data in the cloud but retain full control by managing their own encryption keys. Here, too, we\u2019re ready to support them with both advice and solutions.<\/p>\n

How important is Switzerland within the SITS Group\u2019s overall international structure?<\/strong>
Switzerland remains highly relevant \u2014 not only for us but also for other international IT service providers. It\u2019s a top market by global standards. We have a very strong economy and a high concentration of large international companies, particularly in the financial and pharmaceutical sectors. This makes Switzerland an especially attractive market. It\u2019s a core market for the SITS Group and the place where our roots lie. The local business also carries significant weight in terms of revenue \u2014 and we intend to expand it further.<\/p>\n

How do you plan to achieve this?<\/strong>
Among other things, by strengthening our profile in Switzerland. To do so, we need to showcase our strengths even more clearly and integrate our teams even more deeply. We also want to let our existing customers speak for us and increase our visibility in industry associations and at events.<\/p>\n

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If a management team doesn\u2019t regularly engage with the topic of security, their company has a serious problem.<\/p>\n

- Pascal Keller-Bossart, CEO, SITS Group<\/div> \n \n <\/div>\n<\/div>

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As an IT security specialist, you have deep insight into the security maturity of Swiss companies. How would you assess it?<\/strong>
The self-assessments of companies, as reflected in many studies, already show that the situation is not ideal. Many organizations feel insecure and consider themselves only moderately prepared to deal with the growing number of threats. There is now a clear sense of urgency, but more still needs to be done \u2014 and invested \u2014 than has been so far.<\/p>\n

What is your top tip for greater security?<\/strong>
Security must be a top management priority! If a management team doesn\u2019t regularly engage with the topic, their company has a serious problem. Leadership needs to assign clear responsibilities, actively support their own security team, and stay informed about where they stand. Even if it\u2019s an uncomfortable subject at times, IT security belongs on every management agenda.<\/p>\n

At the same time, it\u2019s pointless if only the experts deal with security. Most cyberattacks still don\u2019t start with a technical breach but with people. Social engineering and phishing are used to manipulate individuals and turn them into entry points for cybercriminals. That\u2019s why every employee has a role to play. All staff members must be educated about where potential cyber risks lie, how to handle them safely, and who to contact in case of an incident. In the end, this benefits the entire organization.<\/p>\n

[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/section>","protected":false},"excerpt":{"rendered":"

[vc_row custom_background_class=”gradient-up”][vc_column][vc_column_text]Pascal Keller-Bossart took over as CEO of the SITS Group at the beginning of March 2025. 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