Dominik Lardon
Business Engineer for Process Design and Digital Solutions
A solution can only be as good as the understanding of the problem.
Before I draft a concept, I clarify assumptions, conflicting goals, and dependencies, because that is precisely where the quality of a decision comes from.
For me, good concepts are not convincing because of their complexity, but because they are logically consistent, can be clearly defended with arguments, and work in everyday life.
Structured approach to open and unclear problems
Focus on consistency, feasibility, and operational impact
Clear separation of concept, assumptions, and implementation
Ability to communicate complex issues clearly
Focus on economic consequences early on in project phases
Career and experience
From electronics technician to systematic analysis of complex operational issues
My professional career began in industrial practice. During several years in electronics manufacturing and testing technology, I not only learned how to build and test technical systems, but above all how production processes actually work in everyday business and where formal procedures and operational reality diverge.
At the same time, I completed a bachelor's degree in industrial engineering at the ZHAW, specializing in data and service engineering. The focus shifted increasingly from technical implementation to the systematic analysis, design, and evaluation of operational contexts. The following stages were particularly formative in this regard:
Consulting project for an industrial partner, including analysis, concept, prototype, and business case
Data-based replenishment concept in merchandise planning for a pharmacy chain
Automation of order and personnel planning in the context of a metalworking SME
This combination of practical operational experience and methodological training enables me to develop solutions that are not only theoretically sound, but can also be effectively implemented in everyday business operations.
working method
The following approach describes my typical procedure when entering a new environment without detailed specifications. It is deliberately pragmatic and serves as a framework for orientation, not as a rigid model. Depending on the role, context, and urgency, individual steps can be adapted, omitted, or expanded upon.
From step two onwards, the procedure should be understood as iterative: identified problem areas can be explored in greater depth as separate topics at any time before continuing with the overall process.
Identification of core operational processes
Focus on those processes that have the greatest impact on performance, quality, and costs.
Initial assessment based on selected key figures, interviews, and existing documentation.
Classification of support and interface processes in terms of their impact on core processes.Top-down analysis and documentation
Detailed examination of relevant processes to define a technically acceptable and operationally viable target state.Digital recording of critical process milestones
Targeted data collection to identify compliance deviations, bottlenecks, and structural weaknesses.
My values
My values are reflected less in mission statements than in concrete decisions.
In projects, I make sure that solutions are economically viable, supported by the people involved, and remain responsible in the long term. The following three principles serve as my guide in this regard.
Profit – Economic viability
Sustainable solutions must be cost-effective. I believe it is important that concepts are not only technically convincing, but also have clear economic benefits. Investments, process changes, or new systems should be justifiably reasonable, measurably effective, and sustainable in the long term.
People – Acceptance and feasibility
Processes only work when they are supported by people. I consider early on how changes will affect employees, roles, and working methods. For me, acceptance is not achieved through instruction, but through clarity, participation, and realistic requirements.
Planet – Responsibility and sustainability
Technical and organizational decisions have long-term implications. I incorporate ecological and resource-related aspects where relevant and avoid solutions that optimize in the short term but create new problems in the long term.
interests
My professional interests lie in areas where analytical methods have a concrete operational impact. I am not limited to a specific industry or field, but rather focus on the quality of the solution and its effect on the company. I am drawn to issues where data, processes, and user needs give rise to viable concepts that stand up to everyday use and create real added value.
Data-based decision support to reduce complexity and derive well-founded measures
Optimization and automation of operational processes where they create measurable added value
User-centered design of processes and services, with a focus on impact, acceptance, and suitability for everyday use
Use of data-driven models and AI as an integral part of viable concepts and systems
I find tasks that require analytical depth, feasibility, and acceptance equally exciting. If you are working on a topic where processes need to be improved, decisions need to be well-founded, and results need to be visible, I would be happy to discuss it with you.