Find the perfect Project Managers in Switzerland in minutes from over 15,000 CVs with the power of AI.
Bring in experienced PMs for software rollouts, ERP and CRM projects, and cross-functional delivery across business and IT. Fast, precise matching with vetted, available freelancers.
About the role
What they deliver
A strong project manager keeps scope clear, plans the work, and makes sure everyone knows what comes next. They turn goals into a delivery plan, align stakeholders, and keep risks, decisions, and dependencies under control.
- Project plans, milestones, and delivery roadmaps
- Stakeholder updates and steering meetings
- Risk, issue, and dependency tracking
- Budget and resource coordination
- Handover, documentation, and launch support
Core skills
The best project managers combine structure with calm execution. They ask the right questions, keep teams focused, and handle conflict without slowing the work down. They know how to work with business leads, IT, suppliers, and internal teams at the same time.
- Scope definition and change control
- Communication across technical and non-technical teams
- Workshop facilitation and decision tracking
- Agile, waterfall, and hybrid delivery methods
- Clear documentation and follow-up discipline
Tools and methods
Project managers often work with planning and collaboration tools such as Jira, Asana, MS Project, Confluence, or Smartsheet. In software, transformation, and operations projects, they may also coordinate with product owners, business analysts, Scrum Masters, and delivery leads.
They are especially useful when several teams need to move in step, for example during an ERP rollout, a CRM implementation, a process redesign, or a system migration.
When companies hire one
Companies bring in a freelance project manager when a delivery needs immediate structure, when internal managers are already at capacity, or when a project has a clear start and end. This is common in Switzerland for local and international firms that need experienced coordination across German, French, or English-speaking teams.
A freelance PM can also be the right choice when the assignment needs neutral ownership, temporary cover, or support during a difficult recovery phase.
What strong PMs look like
Strong project managers make complexity visible and decisions easier. They do not hide problems. They surface them early, keep the plan realistic, and protect the team from drift.
- They write clearly and keep updates short
- They connect business goals with delivery reality
- They escalate early and with context
- They adapt their style to the team and project
- They keep momentum without losing control
Common title searches
Searchers often use PM, project lead, or program manager when they mean a project manager. In practice, the fit depends on the work: a PM usually focuses on one initiative, while a program manager handles several related streams.
For hiring teams, the right match is the person who can take ownership, create clarity, and keep delivery moving. For freelancers, that means showing not just coordination experience, but proof that you can lead real outcomes.
Meet FRATCH Project Managers
Nelli Hörner
Project Manager and Business Analyst
Last position:
Project Manager and Business Analyst at Semiconductor (NDA)
- Project lead for a global organization improvement project impacting tax model, global organization, Order 2 Cash (O2C), Procure 2 Pay (P2) processes, supply chain, finance, tax, assets, HR and IT systems including ERP
- Implemented new way of working, including process changes, documentation of work instructions and updates to IT systems including ERP and HR systems
- Success: new operating model implemented and delivering expected benefits
Klaus Schmitt
Senior Financial Consultant and Project Manager
Last position:
Senior Financial Consultant and Project Manager at Start Up
- Establishment of a licensing model
- Preparation of investor documents (business plan, cash flow forecast, ROI, etc.)
- Marketing simulation of market development, market potential assessment, etc.
- Definition and implementation of KPIs to measure market entry
- Setting up project planning, project controlling, and business processes
Majk Kupferberg
Program Manager Core, Aggregation, Edge Network 4.0
Last position:
Program Manager Core, Aggregation, Edge Network 4.0 at Deutsche Glasfaser GmbH
- Roll-out of 12 core locations in Germany (covering core routers, route reflectors, border routers, CGNAT, Sedges)
- Roll-out of 40 aggregation locations in Germany (covering aggregation routers and BNG functionality)
- Roll-out of 230 edge locations in Germany (covering several edge routers per site)
- Network topology (re-) planning (core-to-core, core-to-agg, edge rings planning) including carrier management
- BNG (customer) migration to new network infrastructure including IT support
- Lawful interception and LIMS
- Network documentation with FNT Command, ServiceNow
- Network engineering handover to operations, process management
- Commercial and technological management, supplier management
- Management of architecture and design progress (HHLD, HLD, LLD)
Michael Rödle
ERP Program Manager
Last position:
Project Manager, Hustler, & Hound "Project Metrics on the Internet" at Global-KPI
- Project management, hustler (identifying the full financial picture including sales, pitching, financial analysis, & business models) and hound (identifying real customer needs including research & analysis) to build a project metrics system on the Internet.
- The system allows users to make informed decisions to keep projects on track according to key data or to realign them when they deviate negatively from the plan.
- Providing a forecast alongside the current status.
- Automatic calculation and display of metrics based on user-entered project key data.
- Skills: project management, project metrics.
- Problem space: Co-Innovation Builder (CIB), corporate innovation team setup, team profile / team canvas, design thinking, highlighting people, creating customer personas, market exploration, defining the problem.
- Solution space: narrowing the problem, how to turn ideas into solutions, how to turn solutions into a concept, customer journey, business model canvas, value proposition canvas, prototyping, refining the prototype and business model canvas, final pitch.
Eugen Pilarski
Project Manager / Program Management
Last position:
Project Manager / Program Management at SMART-INTERIM Management GmbH
- Development, industrialization and production of helicopter seats (military)
- Responsible for an innovative seating system: weight < 15 kg, 100% crash safety according to EASA, side-facing, from concept to SOP
- Complete recovery of a project two years overdue: concept approval and prototype testing in 4 weeks, certification testing in 8 weeks, 100% EASA certification
- Management of global BCC development resources (> 60% share) and optimization of development cycles including FEM
- Streamlining the supply chain, on-time EASA and series approval, compliance with the NRE budget, timely delivery including FAI
Vitaly Podkopaev
IT Project Manager UCC
Last position:
IT Project Manager UCC at Office for Informatics, Canton of Zurich
- Collaboration with and deputizing for the service manager for UCC (product owner)
- Interface management for UCC with other functionalities as part of the digital workplace
- Control of infrastructure tests and rollout, monitoring dependencies with other sub-projects
Piotr Seredyn
CTO Program Manager, Theme Owner / Senior Project Manager
Last position:
CTO Program Manager, Theme Owner / Senior Project Manager at Avaloq Group AG
- Clients: Central banks of the most developed economies in the world, German, Swiss, Luxembourgish, Monegasque, Singaporean, Japanese wealth managers and universal/private banks, world’s largest investment banks
- Accountable for managing the delivery of a portfolio of digital wealth and consumer relationship management initiatives
- Project managing portfolios of projects within CTO product and technology business area (cyber security, architectural changes, re-organisational transformation, 3rd party apps)
- Products: Kernel & Parametrisation for Core Avaloq Banking Platform; modules: CRM, client data management, wealth management, portfolio management (generating over 90% of company revenues)
- Key responsibilities:
- Reporting to Head of Disruptive Innovation Division; stakeholder to five product owners & two domain owners
- Accountable for delivery of annual themes and quarterly key deliverables
- Managing demand vs supply via QBR process: book of work, execution, reporting, risk management
- Directly managing around 40 external consultants (front-end/back-end engineers, BAs, designers)
- Hiring and managing resources in eight countries
- Running quarterly divisional closure meetings presenting achievements and challenges
- Resolving cross-team dependencies and internal/external conflicts
- Owning and controlling maintenance budget; planning, forecasting, execution; ensuring demand matches supply
- Identifying and staffing key roles with chapter leads
- Approach: Agile, Scrum of Scrums, QBR/OKRs
- Technology: Angular, PL/SQL, JavaScript, Confluence, JIRA (JQL)
Romain Niabene
Automation Project Manager
Last position:
Automation Project Manager at Späni Elektro-Mechanik AG
- Comprehensive automation and control system project management: responsible for full project execution from technical planning to final assembly
- Engineering of electrical schematics with EPLAN P8: directly creating wiring diagrams
- Creating and maintaining technical documents
Matthias Leicht
Consultant, Technical Project Manager
Last position:
Consultant, Technical Project Manager at POCTIM Leicht
- Consulting, leading, and contributing to projects for efficiency improvement, restructuring, process improvement, process outsourcing, and cost reduction in production, quality, and logistics
- Interim management, especially in SMEs
- Lean management
- Bridging vacancies
- Management and process consulting as a Lean Trainer
- Technical Project Manager (IPMA Level D)
Philipp Siegenthaler
Business Information Systems Specialist (IT Consultant, IT PM, PMO, Portfolio Manager)
Last position:
Equity Portfolio Manager - Digital Wealth Management at Interactive Brokers LLC
- Solely responsible for two portfolios totaling USD 1 million with an average monthly performance of 2%
- Responsible for the investment strategy, specializing in US equities and ETFs (exchanges: NASDAQ and NYSE)
- Market, trend, data, and technical chart analysis
- Risk management – diversification, daily/weekly risk mitigation measures (rebalancing) to ensure optimal portfolio profitability
Roland Arato
Project Manager and Senior Business Analyst
Last position:
Project Manager and Senior Business Analyst at Init Services GmbH
- Project management: Implementation of SAP & EBX integration for master and reference data management and led development of AI supported services for data management and privacy-oriented solutions
- Business analysis: Executed in-depth requirement gathering and data analyzes for MDM implementation, supported service integration using REST APIs to enhance service interoperability, led the requirement gathering, analysis, and implementation of agent-based AI services
- Technologies: SAP BP & FICO & MM, Tibco EBX, n8n, custom AI development in Java, Python, RDBMS, cloud
Astrid Benker
Co-Founder & Project Director
Last position:
Co-Founder & Project Director at UTU Food4Good
- Responsible for successful series A and B equity financing which secured USD 11 Mil
- Established governance, HR, finance and operations structures and policies
- Expanded, trained and led team from 2 to 10 full-time staff members
- Managed set up of first of its kind test kitchen in Africa
- Managed development of 3 new recipes to be launched in East Africa
Veit Maager
Quality Manager, Regulatory Affairs, Risik and Validation Mangement
Last position:
Test Method Development and Validation Engineer at Gebr. Renggli AG
- Test method validation for destructive testing (peel-force testing) according to ASTM F88/F88M
Frank Gassan
Program Manager | AI Strategist | Speaker | Author | Lecturer “Entrepreneurial AI” | Certified AI Consulting & Automation | PMP®
Last position:
Project Lead at Flamingo Med Solutions
- Led the founding of a startup for AI-based consulting products for dental practices.
- Developed and launched PraxisScore, a data-driven consulting product for economic analysis and corporate consulting of dental practices.
- Held full responsibility for technical implementation, AI integration, and structured startup setup from product idea to public launch at IDS 2025 in under three months.
Stefan Hurni
Senior Project Manager
Last position:
Senior Project Manager at Bechtle Schweiz AG
- Led multiple client projects according to the PRINCE2 standard in the healthcare sector, focusing on migrating existing infrastructures and applications to Bechtle Clouds
- Technologies used: MS Azure, Azure AVD, Exchange Online, SharePoint Online, Intune, Autopilot, Meraki vMX Firewall, and Bechtle Smart Workplace
- Improved and documented project-related processes
Discover over 15,000 top freelancers
Project Managers statistics
Typical experience
25 years
Average project duration
3.4 years
Certifications per freelancer
4
Top business areas
Project Management, Information Technology, Operations
Top industries
Information Technology, Professional Services, Manufacturing
Most common languages
German, English, French
Bachelor's degree or higher
88%
Master's degree or higher
59%
Doctorate
12%
Salary / Daily Rate Distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Average rates for Project Managers & Seniority distribution
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Frequently Asked Questions
Have questions? See our quick guide to FRATCH
A project manager turns the brief into a workable plan and keeps delivery on track. That includes scope control, timelines, stakeholder communication, risk management, and follow-up on actions. In many projects, they also coordinate vendors, internal experts, and decision-makers so nothing gets lost between teams.
A freelance project manager is often the better fit when the need is temporary, urgent, or tied to a clear project phase. This is common for launches, reorganizations, system implementations, and recovery work after delays. It also helps when the company needs experienced leadership before it is ready to hire permanently.
Look for a project manager who can structure work, communicate clearly, and keep different stakeholders aligned. Practical experience with planning, risk handling, and decision tracking matters more than polished slides. If the project is complex, also check whether the person has worked with the relevant domain, such as IT, operations, or transformation.
A project manager usually owns one defined initiative and is responsible for delivery, coordination, and control. A program manager oversees several related projects, while a Scrum Master focuses on team flow inside an agile setup. The titles can overlap, but the scope and level of ownership are not the same.
A project manager can often work remotely for planning, reporting, and stakeholder coordination. On-site time becomes more important when workshops, steering meetings, or sensitive change work need face-to-face alignment. In Switzerland, many clients expect a hybrid setup, especially when teams are split across locations or languages.
A strong project manager should be comfortable with planning and collaboration tools such as Jira, Asana, MS Project, Confluence, or Smartsheet. The exact stack depends on the project type, but the real test is whether the person uses the tools to make work visible and actionable. Tool names matter less than disciplined follow-up and clear reporting.
Ask for examples of projects with similar complexity, not just similar titles. A credible project manager can explain how they handled scope changes, risk, stakeholder conflict, and delivery pressure. Good signs are clear communication, realistic planning, and a structured way of escalating issues early.
A project manager should show the type of projects they have led, the environments they know, and the outcomes they helped deliver. It helps to be specific about change management, cross-functional coordination, vendor management, and tools used. If you work in Switzerland, mention your language comfort and whether you are used to local, international, or hybrid teams.
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Philipp Thomaschewski
FRATCH CEO
