How the Procom Foundation achieved the turnaround
A year ago, the Procom Foundation, which offers interpreting services between hearing and hearing-impaired people, appointed Roman Probst as its new managing director. This decision was courageous in that Roman Probst was a thoroughbred entrepreneur with no significant experience in the NGO sector. One year later, it is clear that his courage has been rewarded. Under the new management, Procom has successfully achieved a turnaround and found its way back onto the road to success.
In the winter of 2022/2023, the Procom Foundation was on the verge of collapse due to various problems that had arisen in the past. Disagreements and changes in management caused internal tensions and a loss of trust among partner organizations and institutions. Numerous departures of long-standing employees were the result. The atmosphere was tense. Over 150 jobs at five locations in Switzerland were at risk.
Procom knew that it was all or nothing. So a change had to be made urgently to preserve the foundation and the jobs. The Board of Trustees decided to act: Roman Probst was asked if he could take over the management in this difficult situation. Probst agreed and took over the management of Procom on April 1, 2023. The big question was whether the entrepreneur would be able to make the leap from competitive self-employment to the NGO sector and turn the foundation around.
Turnaround achieved within a year
Today, one year after Roman Probst took up his post, it is possible to take stock. And it is a positive one: Procom has successfully achieved a turnaround and is on course for success. In particular, the foundation was able to achieve a solid positive result. In addition, the Foundation increased its performance by almost 15%, which can be attributed in particular to its improved online presence. And this despite some major, long-overdue changes to the organizational structure and investments.
Procom has also set up a new accessible website, which has even been recognized by the magazine "NetWeek" was presented and praised as a prime example. In addition, social media channels were implemented practically from scratch. However, the growth was also due to an increased presence at trade fairs, on the radio, on television, through collaborations and other initiatives.
Management interview: There is still a lot to do
Of course, these positive developments were also accompanied by various challenges. We met Roman Probst for an interview and talked about his first year as Managing Director of Procom. As it turns out, the entrepreneur is really enjoying his new NGO work.
Was it a big transition for you from entrepreneur to Managing Director of an NGO?
Roman Probst: Managing your own company, which you founded and built up yourself, is of course completely different to managing a 35-year-old foundation with over 150 employees. It's a different ball game and I had great respect for this task. Logically, it is also the case that decisions in an NGO have to be broadly supported, especially at Procom due to the foundation's purpose. As a team player, I find this aspect of my work exciting and enriching.
What were the biggest difficulties in getting started?
As a newcomer in this field, I had planned to spend the first two or three months listening and watching - and only then take action. It was difficult to keep my urge to act in check, as there were simply so many high-priority things to do. In contrast to my own company, where everything could sometimes happen very quickly, I had to be more patient at Procom.
What were and are the biggest challenges?
Looking back, we had to make progress in three areas in particular. Firstly, we implemented a proper digitalization strategy at Procom for the first time in order to equip the foundation for the new digital challenges. We are still working hard to implement this. We then adapted and optimized the organization. This is an important step towards securing and increasing efficiency for the future. Last but not least, we have also modernized our image, both internally and externally. This includes not only the revised logo, but also new impulses for the corporate culture and our external perception.
Would you accept the job offer again?
Yes, to 200%. Because I do my work at Procom out of the deepest conviction. On the one hand, my background gives me a strong connection to the foundation's cause (Editor's note: Roman Probst's parents are deaf). Building bridges between deaf, hard of hearing and hearing people is a matter close to my heart. On the other hand, I can contribute a lot to Procom's success with my entrepreneurial experience. So it couldn't be a better fit for the foundation and for me.
The Procom Foundation
Since its establishment in 1988, the Procom Foundation has been offering text mediation services for hearing-impaired people. The services include interpreting between sign language and spoken language - on site, online and over the phone. PROCOM's sign language interpreters also interpret information and entertainment programs on Swiss television, such as the Tagesschau, etc. Since 1998, the Telecommunications Act has guaranteed deaf and hard-of-hearing people the same conditions for using the telephone network as hearing people. To this end, Procom operates the text switching service and VideoCom for Swisscom (OFCOM). The foundation invests in a modern infrastructure, is constantly looking for new and better communication solutions and supports projects that break down communication barriers.
The new Managing Director Roman Probst founded his own company, Translation-Probst AG, in 2005. For twelve years, he built up and managed this company to become one of Switzerland's leading translation service providers. In 2016, Roman sold his company to the French market leader. After a "year on the road", Roman Probst returned to Switzerland and worked for seven years as a freelance consultant and lecturer for ZHAW and BBZ in the fields of entrepreneurship, marketing and PR before joining Procom last year. Roman Probst is now 52 years old and a happy family man.
