When Gerd Winandi-Martin talks about his career path, one thing becomes clear: his focus has never been just on HR or organizational development, but on people. From a nanotech startup to recruitment to the University of St.Gallen, he has consistently worked at the intersection of individual growth and institutional structure:
"I realized what really motivates me is supporting others – through transitions, fresh starts, and critical reflection."
At HSG, he wears two hats: as Head of Innovation & Transfer and Head of Career & Corporate Services. Two roles with one mission: to build bridges between academia and the world of work – early, realistically, and with impact.
This dual role also shapes his perspective: “Our goal isn’t just to place students in jobs. It’s to empower them to make intentional, well-informed choices – not accidental ones.” He brings hands-on experience from various fields and industries to the table – along with a clear vision for what it takes to guide students from studies into working life.
Career Starts with Clarity
At HSG, career services aren’t an afterthought, they’re an integrated part of many students’ lives. This is illustrated by the 1,800 counseling sessions that the team conducts each year. Whether it's a first-year bachelor student or a doctoral candidate, the core question is always the same: How do I find my direction?
“I want our students to be able to make informed decisions – based on their strengths, their values, and the realities of the job market,” Winandi-Martin says.
One example: the Career Reality Check, where alumni openly share their work experiences – in a candid, relatable way. “Career planning doesn’t mean getting ahead as fast as possible. It means reflecting, trying things out, understanding yourself and your options.”
Transfer: Not After, But During Studies
In his role leading Innovation & Transfer, Winandi-Martin pushes for a broader – and earlier – understanding of academic-to-industry transfer. “Transfer doesn’t begin with your first job. It belongs in the study experience itself.”
This philosophy shapes a wide range of programs: from the Entrepreneurial Talents Program for aspiring founders, to legal coaching, pitch training, and peer feedback. One highlight: the Innovation Trophy, where students tackle real-world business challenges — voluntarily, without credits or compensation.
And the results are impressive: “One student team analyzed 50,000 datasets using Power BI, even the company didn’t expect that level of output.”
But Winandi-Martin also cautions against unrealistic expectations – on both sides: “Companies must remember: our students are future talent, not senior consultants. They want to learn and they need mentors who take that seriously.”
Looking Ahead: Skills Over Titles
So, what does the future of knowledge transfer look like? One thing is clear to Winandi-Martin: the job market is changing and universities must evolve alongside it. “Classic job platforms still look like they did 20 years ago. But our students live in a world of one-click applications and skill-based hiring.”
This shift means that the career formats of the future should be supplemented by more spontaneous and low-threshold formats alongside the classic formats. Traditional career fairs with booths and banners? Time to rethink. HSG has already piloted new formats, like an Escape Room for case-based workshops.
Application processes will evolve too: “In the future, skills will become even more important, especially soft skills.” The role of universities, then, is not just to provide knowledge, but to make students visible and ready to connect with the market. This requires strategic collaboration between academic programs, career services, and employers.
“The skills of the future are formed during studies. But they also need to be recognized in the real world.”