Change in the management of IAZI AG
5. July 2023
Michael Rogenmoser will become the new CEO of IAZI AG from September 1st 2023. The previous CEO, Prof. Dr Donato Scognamiglio, will take over the
Michael Rogenmoser will become the new CEO of IAZI AG from September 1st 2023. The previous CEO, Prof. Dr Donato Scognamiglio, will take over the
The price expectations of home sellers hardly changed in June: While a slight increase was recorded for single-family homes, there was a minimal decrease for
For a long time, high purchase prices, scepticism regarding insufficient charging options and fear of inadequate battery performance were the main reasons why many people
The delivery situation in the automotive sector is slowly improving, which is having a positive impact on supply at AutoScout24. Compared to the previous quarter,
The online marketplace AutoScout24 received around 25 million visitors in 2022. Analysis of the platform reveals that SUVs and cars in traditional colours such as
2022 was an expensive year for motoristss. Those who wanted to buy a new car had to wait a long time and dig deep into
Note: Figures corrected retrospectively on 8 January 2024 2022 was an expensive year for motorists. Those who wanted to buy a new car had to
Following the successful merger and formation of an integrated corporate and organisational structure at SMG Swiss Marketplace Group, outgoing CEO Gilles Despas is leaving to
Pierre-Alain Regali, Managing Director of Automotive at SMG Swiss Marketplace Group, will leave SMG Swiss Marketplace Group in January 2023. Alberto Sanz becomes successor. Pierre-Alain
Head of Design for Automotive
Introduce yourself and your role at SMG
I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience.
In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.
A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.
What helps you feel empowered and confident in your role?
If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved.
Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about.
What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?
In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.
That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing.
Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?
Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.
Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?
There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.
One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.
