Your practice now reports to a CEO who used to run it. So what does BX hand a client on the way out?

I am Ramona Furter, applying for Strategic Business Designer. This page is the application, and my answer to that question is on it, built as something you can run rather than something you have to read.

Run it Download the CV

10+ yearsturning ambiguous business questions into decisions inside large organisations

CHF 100M+e-commerce business owned at Ifolor, reporting to C-level

10 locationsa venture built from zero, to 23 people and 170+ customers

Your ad asks for signature IP, diagnostic frameworks and "any published index". From outside, the four dentsu indexes I could find all sit with Media or Creative: the Ad Spend Forecast, Media Trends, the CMO Report, the Consumer Navigator. The ad also asks for "BX-grade case studies with named clients, and outcomes", and I could not find one published. That is not a criticism, it is the job description. So I wrote the first page.

The Reframe

BX signature IP, version one

Before anyone opens a deck: what is the client actually asking us to fix? Written to be run by someone who has never met me, because dentsu International is taking out 8% of its people this year and BX still has more than ten markets to cover.

The client says:

Pick any of the three and the tree below re-runs on it. All three are illustrative composites, each built on a finding dentsu published itself.

"Our customers are starting to buy through AI agents. What happens to our brand when the buyer is a machine?" "Our customers have not left, they have traded down. Can loyalty win them back?" "Two thirds of our spend is digital and we cannot tell what is working. Fix our measurement."

Question one

Answering it changes what they sell

Answering it changes how they run

Answering it changes what they put in market

Question two, on branch A

The CEO, CFO or CSO has to sign it off

The CMO can sign it off alone

The reframe

An enterprise strategy question.

Why it can say no

One of the three ends with dentsu not selling a transformation, and that is the point of the instrument. The quickest way to lose a CSO is to answer a measurement question with a change programme. The practice that says so in the room is the one that gets called back for the question that really is a change programme.

Sources

The four indexes, all Media or Creative: Global Ad Spend Forecast, 27 May 2026 edition (global ad spend around $1.06tn in 2026, growth trimmed to 5.0%, digital at 69%); 2026 Media Trends "Human Truths in The Algorithmic Era", 16th edition; Dentsu Creative 2025 CMO Report "Agents of Reinvention", 1,950+ marketing leaders across 14 markets; EMEA Consumer Navigator Q1 2026, on selective rather than reduced spending. Practice facts: BX launched internationally in June 2024 with 400+ consultants, and BX International Markets stood at 100+ professionals across 10+ markets in April 2026; dentsu International is reducing headcount by 8% by end 2026; Takeshi Sano, BX CEO from 2023, became Global CEO on 27 March 2026 with practice presidents reporting to him directly; dentsu is a certified implementation partner for Google Meridian, announced 29 August 2025.

I designed and built this page myself, with the same AI toolchain I use every day at Swiss Post and on my own products. That is also the answer to how one author keeps a body of work alive across ten markets without becoming the bottleneck in it.

I have spent ten years being the person who has to make the case

You want someone who can probe and reframe a business challenge in the room, then turn what came out of it into something the practice keeps.

At Die Mobiliar I took three market pilots from MVP to launch and then ran them, one of which is now BOND Mobility. At Sparrow Ventures I had to become useful inside an unfamiliar business model every few months, which is the same skill a pitch needs. At Swiss Post I now lead AI-driven business models from opportunity sizing to a prioritised roadmap with KPIs, including the build-versus-buy calls.

C-suite rooms, with a number attached

Trusted-advisor relationships at CMO, CSO and CEO level, and measuring the financial impact of transformation.

At Ifolor I owned the e-commerce ecosystem and strategy of a CHF 100M+ business reporting to C-level, and lifted conversion 9% and checkout step rate 15%. In the WePractice founding team we closed two funding rounds, which is the same room with more at stake. At Brixel I was the bridge between senior stakeholders at UBS and Baloise and the product team.

I do not have MMM, and here is what I would do about it

The strongest phrase in your ad is "deep expertise in advanced marketing attribution models, Media Mix Modelling". I have never built a mix model and I am not going to dress up adjacent analytics work as the same thing.

What I can do is act on one. At Ifolor I ran research, testing and analytics against a CHF 100M+ P&L I owned, so I am used to being the person who has to decide once the numbers land. On the modelling itself, dentsu already has the answer in house: certified Meridian implementation plus 25 years of its own econometrics. The honest move is to bring that team in early and stay accountable for the decision their model informs, which is exactly the branch The Reframe sends that ask down.

Since Jan 2026: AI Project Lead, Business Development. Swiss Post, Advertising, Zurich. Sizing AI opportunities, prioritising them into a roadmap with KPIs, and taking the winners through to launch.
Aug to Dec 2025: In between jobs and own ventures. Built smedium and grew Pedal Peak, and went deep on AI tooling: own tools built with LLMs, prompt engineering, AI-supported production.
Oct 2024 to Jul 2025: Senior Product Manager, Lead E-Commerce. Ifolor Group, Zurich. Owned the e-commerce ecosystem and strategy of a CHF 100M+ business, reporting to C-level. +9% conversion, +15% checkout step rate.
Jun 2023 to Sep 2024: Lead Project Manager. Brixel, Zurich. Owned partnerships with UBS and Baloise, and was the bridge between senior client stakeholders and the product team.
Mar 2020 to May 2023: Marketing & Growth Lead, founding team. WePractice, Sparrow Ventures / Migros Group. Two funding rounds closed. Grew to 10 locations, 23 people and 170+ customers, with 1000+ client matches in year one.
Sep 2019 to Sep 2022: Growth & Venture Builder. Sparrow Ventures, Zurich. Go-to-market for several internal startups, validation through to scale-up. Fast in unfamiliar business models.
Jan 2017 to Aug 2019: Intrapreneur, Innovation. Die Mobiliar, Bern. Smide (now BOND Mobility), XpertCheck and Lizzy, built from MVP to launch and then operated. Design Thinking market experiments that steered product and marketing decisions.
2005 to 2016: Commercial and product marketing. Trade marketing at Promena, product management at Cruspi and Domaco, accounting at Kuoni and AMAG, commercial apprenticeship at Bridgestone Switzerland.

Built, and still running

Pedal Peaka cycling platform built end to end. SvelteKit, Cloudflare, Strava API, n8n. Live, with real users.
smediuma studio doing branding, websites and AI workflows for small businesses.

Education

BBA Business AdministrationZentrum Bildung, Baden
CAS InnovationBFH Bern
CAS Digital MarketingHWZ Zurich

Practical

Based in Zurich, Swiss citizenAvailable with notice. You say this can sit in any major global centre: Zurich works, London works, and I am planning a move to Dubai with my partner.
LanguagesGerman and Swiss German native, English fluent, French conversational.

Download the full CV as a PDF or read the letter.

Why this one

The pattern in my career is that I keep ending up as the person arguing for something that does not exist yet, and getting a useful number of them built. What kept breaking was never the argument. It was that the argument only worked while I was in the room, so the next market started again from a blank page.

This role is that problem, made into a job. I would rather build the thing that outlives the meeting than be the reason the meeting went well.