Interview with Isabelle Siegrist

You’re not «just» building companies – you’re building ecosystems. What made you
shift from founder/operator to connector?

It was never really a shift, more of an evolution. When you build ventures over many years, you start to see patterns. The pattern that even the strongest ideas fail not because of the product or the founders, but because of missing connections: to the right partners, capital, or insights. At Sandborn, we’ve always believed that building companies and building ecosystems go hand in hand. One simply doesn’t work without the other. Over time, I realized that my real leverage lies in connecting people – across sectors, belief systems, and ambitions – and enabling them to build together what none of us could build alone. Being a connector isn’t a «step back» from operating; it’s an amplifier of impact. It’s where systems thinking meets real entrepreneurship.

What does it really mean to be a «connector»? What do you do that others don’t see?

Most people think a connector just introduces people. But true connection is built on understanding and trust and that happens long before the introduction itself.

I’ve gotten the feedback from people that know me that I’m an extremely good observer and connector of people. So I’m good at understanding where people stand, what their needs and problems are, and being able to connect them to other people to discuss and reach solutions. This is actually my core competence.

What others often don’t see is the patience it requires. Many relationships I build may take years before they lead to something tangible – and that’s okay. Creating a healthy startup ecosystem means nurturing a network of trust that goes beyond transactions. My research work at ETH also helps me see patterns in how investors make decisions and where bias comes in, allowing me to connect people in a more intentional and equitable way.

What’s harder: bringing people into the room or making the room actually work with a sustainable outcome?

Bringing people into the room is the result of the marketing strategy and the right connections. What’s hard is ensuring that the room actually works – that people engage, challenge, and build something lasting together.

Curation and facilitation matter more than headcount. If everyone leaves with one meaningful conversation, new collaboration, or fresh perspective – that’s real success. Creating those outcomes means designing spaces that feel psychologically safe and intellectually challenging at the same time. It’s about building contexts where people can speak honestly, share doubts, and leave with actionable ideas, not just business cards.

Who absolutely needs to be in the room at Collective Gathering and why?

We want leaders to join us for the common cause of actually creating a more positive impact for female founders in Switzerland. This means bringing together system and ecosystem builders, leaders from both the corporate and startup sectors, and investors who are ready to drive real change. The Collective Gathering is designed as exactly that kind of room where these diverse groups form new alliances and where real progress begins.