You are hiring a hands-on Senior Product Manager for digital wellbeing. That is the work I already do.

I build the products I manage. The synthetic feedback avatar and the sales automation at Swiss Post are my own builds, and my C-level presentations use clickable prototypes I make myself instead of slideware. This application, page and document, was built the same way.

Founding team of WePractice inside Migros Group's venture builder: two funding rounds, zero to 10 locations and 23 people in a year. Before that, three years building ventures at Sparrow Ventures and market pilots from MVP to launch as an intrapreneur at Die Mobiliar. Shifting priorities and execution speed are my default environment, not an adjustment.

WePractice is a health venture, and I hold a mental health coaching certificate (IPC Academy). I have carried a wellbeing product from founding story to paying customers and know the field from the practitioner side.

At Swiss Post I deliver AI into a large organisation, through business case, nDSG and GDPR governance, and C-level approval, and I build with LLMs, automation and predictive elements myself. Recent results: 30% less time spent on sales, 90% faster proposal feedback through a synthetic avatar.

Market pilots from MVP to launch at Die Mobiliar. Growth on a running product at ifolor, where I owned the digital product on a CHF 100M+ business and lifted conversion 9% and checkout completion 15% through discovery, A/B testing and analytics.

My own live platform integrates the Strava API, so I know sports and health data ecosystems as a builder and as an athlete. WePractice was a two-sided B2B2C product, the same shape as an employer dashboard feeding an employee app.

Your posting asks for three years with a Senior Product Manager title. I carried it for one year, at ifolor. Product work runs through my CV since 2017, MVPs, ventures, platforms and AI products, mostly under other titles. I would rather you judge the receipts above than the job titles, and I say this here so you do not have to find it out later.

I was on the founding team of WePractice, a mental health venture backed by Migros Group. We closed two funding rounds and grew to 10 locations, 23 people and over 1000 client matches in the first year. I am also a certified mental health coach (IPC Academy), so I know the field from the practitioner side, not only from the go-to-market side.

Your founder describes starting VIWELL because wellbeing efforts across his businesses felt fragmented, with no clear way to measure whether they improved people's lives. That is, almost word for word, the problem we set out to solve at WePractice. I have lived the founding story your company is built on.

At Swiss Post I lead AI business models for the advertising unit, from opportunity sizing to a prioritised roadmap with KPIs, through corporate governance and C-level approval. And I build the products myself, end to end. Two recent results: automation that cut time spent on sales by 30%, and a synthetic feedback avatar that cut proposal feedback time by 90%.

As Visionary Intelligence becomes the layer that personalises next best actions for individuals and leaders, I have done both halves of that work: the business case and stakeholder path inside a large organisation, and the hands-on build.

At ifolor I owned the digital product on a CHF 100M+ business, reporting to C-level, and lifted conversion 9% and checkout completion 15% through research, A/B testing and analytics. Outside my day job I run a live community platform I built end to end, and my mental health certification keeps the WellnessTech side grounded in practice, not only in product specs.

Balance 100, the employer dashboards and the over 85% activation promise live from exactly this discipline: adoption, engagement and outcomes an HR leader can defend internally. I have run that measurement culture on a revenue line.

Three product directions, from the outside in. I would pressure-test all of them against your usage data before committing to any.

1 · Close the ROI loop. Your calculator promises reclaimed savings before the sale. At renewal, show the realised movement, participation, absence trend and Balance 100 delta, against that original promise, inside the employer dashboard. The renewal case then builds itself.

2 · Package VI for leaders. Visionary Intelligence personalises next best actions. A weekly manager digest built from the dashboard's risk areas, mood trends and participation would turn employer-side insight into an employer-side habit, and feed the 85% activation promise.

3 · Assessment straight into rollout. The five-level Organization Assessment ends at a level. Attach a templated first-90-days rollout plan per level, so every assessment conversation ends with a concrete plan instead of a score.

And personally: I am an endurance athlete and founded a cycling community with real events on a platform I built myself. Online to offline. Data to action. That loop is how I already live, and most weeks touch four of your six pillars.