What does it take to turn an entrepreneurial vision into one of Switzerland\u2019s leading providers of HR solutions? For Raymond Knigge, Founder of the Interiman Group, of which Medicalis is also a part, the answer is clear: strong conviction, considerable perseverance and a willingness to take responsibility.<\/p>\n\n\n\n
In Le Temps\u2019 Feu Sacr\u00e9 podcast, Raymond Knigge speaks with journalist Aline Bassin about the beginnings of Interiman Group, the importance of specialised brands and the responsible use of artificial intelligence. One point becomes clear: people have always been at the heart of his entrepreneurial approach.<\/p>\n\n\n\n
When Raymond Knigge founded his own company at the end of 1997, he pursued an ambitious goal from the outset: to become the market leader in Switzerland. It was equally important to him to offer services that he could confidently recommend both to jobseekers and to companies looking for staff.<\/p>\n\n\n\n
The beginning was anything but easy. A loan application was rejected, even though Raymond Knigge had invested considerable time in his business plan. Rather than allowing this to discourage him, he remained committed to his vision. He opened the first Interima branch with a small team. During this period, he took on every task himself, including cleaning the offices in the evening.<\/p>\n\n\n\n
\u201cEntrepreneurship may sound appealing, but in the beginning you work more and earn less.\u201d<\/em><\/strong><\/p>\n\n\n\n For Raymond Knigge, this is precisely what entrepreneurship means: not only developing ideas, but taking responsibility for implementing them and accepting the associated risks.<\/p>\n\n\n\n When Raymond Knigge laid the foundations for today\u2019s Interiman Group in 1998, he deliberately chose not to create a generalist company.<\/p>\n\n\n\n His belief was clear: in a business where people make the difference, industry knowledge and attention to detail are decisive. He therefore focused on specialised companies with their own brands, expertise and tools.<\/p>\n\n\n\n This approach continues to shape Interiman Group today. Brands such as Medicalis, Hotelis and Flexsis serve different markets and needs. They work with solutions, professional development programmes and recruitment approaches tailored to their respective areas of expertise.<\/p>\n\n\n\n Specialisation enables the teams to provide targeted support to clients and candidates. At the same time, the Group can bring together expertise across its businesses and offer comprehensive HR solutions.<\/p>\n\n\n\n For Raymond Knigge, entrepreneurial freedom and responsibility are inseparable. Decisions affect not only the company itself, but also employees, business partners and other stakeholders. He therefore rejects the idea that failure has no wider consequences and that one can simply start again.<\/p>\n\n\n\n Within Interiman Group, employees should nevertheless be able to show initiative and make considered decisions. Mistakes are allowed. What matters is learning from them and not repeating the same mistake.<\/p>\n\n\n\n This attitude is also reflected in the Group\u2019s PAIKA values: Passion, Action, Initiative, Cooperation and Ambition.<\/p>\n\n\n\n Raymond Knigge regularly presents these values to new employees in person. They represent a culture that encourages commitment, enables personal responsibility and places shared objectives at the centre.<\/p>\n\n\n\n What began in the late 1990s with a single branch has developed into a group of companies with 72 branches in Switzerland. Growth brings not only opportunities, but also financial challenges. In staffing, salaries must be paid regularly, while client payments often arrive much later. Liquidity, careful planning and reliable financial partners therefore play a central role.<\/p>\n\n\n\n Raymond Knigge also emphasises the importance of continuous investment. Earnings are largely reinvested in the business, including in expansion, digital tools and employee development.<\/p>\n\n\n\n This long-term perspective has shaped the Group\u2019s development. For Raymond Knigge, growth is not an end in itself. It should strengthen the companies\u2019 capabilities and allow them to provide even more comprehensive support to candidates and clients.<\/p>\n\n\n\n Digitalisation, robotics and artificial intelligence are transforming the world of work. Interiman Group is therefore investing selectively in new technologies. For Raymond Knigge, one principle remains clear: people are at the heart of the industry. AI should support employees and enhance their capabilities, not replace them.<\/p>\n\n\n\n Automated solutions can reduce administrative work and free up valuable time. That time should be used where personal contact and expertise make the greatest difference: during client visits and advisory discussions, when analysing specific needs and when selecting the most suitable candidate profiles.<\/p>\n\n\n\n Interiman Group therefore follows a clear approach: technology handles appropriate routine tasks, while employees contribute their experience, judgement and ability to build relationships.<\/p>\n\n\n\n Raymond Knigge describes common sense and the ability to simplify complex matters as important foundations of his work. The ability to adopt other perspectives is equally essential. To truly understand one another, people must listen and try to see the situation from the other person\u2019s point of view.<\/p>\n\n\n\n This attitude is particularly important in an industry that brings together people with different experiences, goals and expectations every day. Good advice does not begin with a standard solution, but with an understanding of the specific situation.<\/p>\n\n\n\n His experience in football has also shaped Raymond Knigge\u2019s understanding of leadership. As a player and captain, he learnt to take responsibility within a team and to earn recognition through performance and leadership. He later recognised that different roles also require different forms of responsibility.<\/p>\n\n\n\n Raymond Knigge takes a nuanced view of the frequently discussed generational divide. Younger people are not inherently less motivated or less willing to work. They do, however, want greater control over their own schedules and working arrangements. Companies should offer suitable opportunities to capable employees.<\/p>\n\n\n\n He therefore combines clear expectations with modern flexibility. Performance, responsibility and enjoyment at work are not mutually exclusive. Companies also have a role to play in creating an environment in which employees can use their skills effectively.<\/p>\n\n\n\n Personal recognition has never been Raymond Knigge\u2019s priority as a founder. What matters far more to him is that clients and jobseekers know and trust their direct contacts.<\/p>\n\n\n\n This trust forms the basis of Interiman Group\u2019s 360\u00b0 approach. The Group\u2019s companies do more than place permanent and temporary staff. They support clients with additional HR solutions and show them which complementary services can address their specific situation.<\/p>\n\n\n\n \u201cWhat matters is trust in a particular person.\u201d<\/em><\/strong><\/p>\n\n\n\n In this way, Raymond Knigge sums up what distinguishes Interiman Group\u2019s work: specialised expertise combined with personal proximity and long-term partnership.<\/p>\n\n\n\n Even at the age of 70, Raymond Knigge does not see Interiman Group\u2019s current position as the final destination. Despite receiving concrete acquisition offers, he decided not to sell. His motivation lies not only in the company\u2019s financial value, but in continuing and developing what has been built over many years.<\/p>\n\n\n\n He compares his entrepreneurial thinking to cycling: anyone who sets only a limited goal will not realise their full potential. New milestones provide direction, keep the organisation moving and create the motivation to develop what already exists.<\/p>\n\n\n\n Standing still is therefore not an option for him. For as long as his health allows, he intends to continue working, taking responsibility and helping to shape the Group\u2019s future.<\/p>\n\n\n\n Raymond Knigge\u2019s story shows that sustainable entrepreneurship requires more than a good business idea. It demands industry expertise, perseverance and people who complement one\u2019s own strengths. His advice to the next generation is therefore clear: entrepreneurs must know their business in depth and be willing to surround themselves with people who know more or are better qualified than they are in important areas.<\/p>\n\n\n\n The development of Interiman Group reflects a vision pursued consistently over many years: specialised brands, strong teams, intelligent investment and a shared understanding of responsibility.<\/p>\n\n\n\n Above all, it reflects the belief that even in an increasingly digital world, people continue to make the difference in the HR industry.<\/p>\n\n\n\n <\/p>\n\n\n\nSpecialisation as a principle for success<\/h2>\n\n\n\n
Taking responsibility and learning from mistakes<\/h2>\n\n\n\n
Growth requires discipline and trust<\/h2>\n\n\n\n
Artificial intelligence should empower people<\/h2>\n\n\n\n
Leadership begins with listening<\/h2>\n\n\n\n
Different generations, new expectations<\/h2>\n\n\n\n
Trust is built between people<\/h2>\n\n\n\n
The next milestone in sight<\/h2>\n\n\n\n
Entrepreneurship as a mindset<\/h2>\n\n\n\n