SMG simplifies its structure to invest in growth and innovation

27.03.2024

The SMG Swiss Marketplace Group is aiming to boost its growth and innovation with a strategic initiative. Various measures are intended to save a double-digit million amount by the end of 2026 and reinvest this in growth-oriented areas.

In November 2021, Scout24 Switzerland and TX Markets successfully merged to form SMG Swiss Marketplace Group Ltd. Following a period of consolidation, SMG has now decided to hone the company’s strengths via a strategic initiative. This is scheduled to run until the end of 2026 and aims to put the company on a more effective, more forward-looking footing. In so doing, SMG aims to secure its long-term competitiveness vis-à-vis national and international stakeholders amidst a dynamic and challenging environment and to meet the growing demands of the market.

Numerous measures have been planned for the next three years as part of the initiative, which are intended to streamline the organisation and, in turn, to accelerate sales growth. Overall, a double-digit million amount shall be saved and reinvested in the growth initiatives that have been set out. 

The organisational structure is to be shaped more efficiently along the business and growth areas, which could lead to a reduction of around 80 full-time positions in individual departments by the end of 2026. At the same time, new posts will be created for the defined growth areas, meaning that the Group’s net workforce is expected to increase slightly. Even though staff reductions in these areas are to be achieved as far as possible by natural attrition, layoffs are unlikely to be avoided.  The reorganisation could result in 39 redundancies in April; these mainly concern Group functions within Switzerland. The final decisions will be taken in accordance with the consultation procedure laid down by law. SMG takes its responsibility towards its employees very seriously and will offer a voluntary social plan to all employees affected. 

Christoph Tonini, CEO and Delegate of the Board of Directors, commented on the project: “Together, we have laid very sound foundations since the start of the joint venture. Given the highly competitive market dynamics, shaped by strong national and international stakeholders, and rapid technological advancements, we recognise the need to position our organisation for the future – and to do so now. We are simplifying our structures and creating a scalable organisation so we can deploy investment and AI to continuously develop our platforms for the benefit of our users and customers.”

Marta Andreoni

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.

 

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