Ramona Furter
See the approach
Application · One&Only Royal Mirage · Projects Manager

I bring a project in on scope, on budget, on time.

Twenty-one years delivering complex work end to end: scope, budget, schedule, risk, contractors and senior stakeholders, all the way through to handover. My field has been digital and venture, not construction. This site is my honest application for Projects Manager at One&Only Royal Mirage, and it shows you both the discipline I'd bring and where I'd lean on your engineering team.

See how I'd run a renovation Read the CV
End to endscope, budget, schedule, handover
CHF 100M+business owned at ifolor
UBS · Baloisesenior partners & vendors managed
Dubaiready to relocate
Portrait of Ramona Furter

An honest word before you read on

This posting asks for a degree in civil engineering or architecture and three to five years managing capital projects in occupied hotels. I don't have the construction background or the Dubai Municipality experience. I won't pretend otherwise.

What I do have is the part that makes or breaks a project regardless of the trade: turning a vague brief into a costed plan, holding a budget and a schedule, managing contractors and consultants, keeping senior stakeholders aligned, and driving the work to a clean handover. If you need someone who can run the project discipline and learn the construction specifics fast alongside your Director of Engineering, that's the honest case I'm making here.

Why I fit

What the role asks for, and where I've done it

The posting lists the project disciplines the role lives on. Here's each one against real work, with the proof beside it, and no inflation of what I haven't done.

01

Project plans: scope, timeline, budget, risk

Turning a brief into a costed, scheduled plan

Every role I've held started with an ambiguous goal and ended with a plan that had owners, dates, a budget and a risk view. That translation, from "we want this" to "here is exactly how and when", is the core of what I do.

Proof: owned the e-commerce strategy and roadmap for a CHF 100M+ business at ifolor; built full go-to-market plans from scratch at WePractice and Sparrow Ventures.

02

Budgets, cash flow, cost control

Owning the budget, not just spending it

I've held P&L-level responsibility: setting budgets, tracking them against delivery, and making the trade-off calls when money and scope collide. I'm comfortable being the person accountable for the number.

Proof: owned budget, resourcing and KPIs for a cross-functional team and external agencies at ifolor; ran the marketing and sales budget after Series B at WePractice.

03

Liaison across departments, consultants, contractors

The bridge between everyone with a stake

My job has always been the point where management, internal teams and outside partners meet. I keep them aligned, surface conflicts early, and make sure the brief survives contact with delivery.

Proof: owned UBS and Baloise partnerships at Brixel as the bridge between senior client stakeholders and the internal team; managed external agencies and vendors at ifolor.

04

Status reports, documentation, progress monitoring

Reporting that leadership can act on

I report up to C-level and investors in a way that's honest about progress, risk and what I need decided. Clear documentation and a current status picture are non-negotiable for me, not admin afterthoughts.

Proof: reported to C-level at ifolor; presented to the board and investors across two funding rounds at WePractice.

05

Brand standards and a luxury quality bar

Delivery that protects the experience

I've worked where the brand and the customer experience are the product, and a delivery that cuts a corner damages both. I treat the quality bar and the guest's experience as a constraint to design around, not a nice-to-have.

Proof: owned brand-critical customer journeys at ifolor; lifted conversion 9% and checkout 15% by protecting experience while shipping change.

06

Construction, civil engineering, Dubai Municipality

The gap, stated plainly

This is where I'm honest: I haven't run construction or capital works, and I don't know Dubai's regulatory process yet. I close that kind of gap fast by getting deep with the experts, but I won't claim a domain I don't have.

Proof: none to offer here, by design. What I bring is the project discipline around it and a track record of learning new domains quickly, from insurance to mental health to e-commerce.

Curriculum vitae

Ramona Furter

Project and product lead in Zurich with over twenty years of experience, more than a decade managing complex, cross-functional delivery, open to relocating to Dubai. I turn ambiguous briefs into plans, budgets and shipped results. German and Swiss German native, English fluent, French conversational.

Jan 2026 to present

AI Project Lead, Business Development

Swiss Post, Advertising · Zurich

  • Lead new business models from sizing the opportunity through to building and running the delivery roadmap.
  • Run cross-functional projects from concept to launch across product, tech, data and commercial teams.
  • Track each initiative against clear budgets, milestones and KPIs.

Oct 2024 to Jul 2025

Senior Product Manager, Lead E-Commerce

Ifolor Group · Zurich

  • Owned the strategy, roadmap and budget for a CHF 100M+ business, reporting to C-level.
  • Led a cross-functional team and external agencies, owning resourcing, timelines and KPIs.
  • Lifted conversion 9% and the checkout step rate 15% through research, testing and disciplined delivery.

Jun 2023 to Sep 2024

Lead Project Manager

Brixel · Zurich

  • Owned the partnerships with financial institutions, UBS and Baloise, that drove growth.
  • Was the main bridge between senior client stakeholders and the internal delivery team.
  • Ran projects to agreed scope, timeline and budget across multiple parties.

Mar 2020 to May 2023

Marketing & Growth Lead, Founding Team

WePractice · Sparrow Ventures (Migros Group) · Zurich

  • Founding team of a mental-health venture. Closed two funding rounds and grew it to 10 locations, 23 people and 170+ customers.
  • Built and led the marketing and sales team after Series B, owning budget, KPIs and growth.
  • Coordinated multi-site rollout across ten locations on a hypothesis-and-data approach.

Sep 2019 to Sep 2022

Growth & Venture Builder

Sparrow Ventures · Zurich

  • Built and ran delivery for several internal startups, from early validation to scale-up.
  • Managed budgets, external partners and timelines across parallel ventures.

Jan 2017 to Aug 2019

Intrapreneur, Innovation

Die Mobiliar · Bern

  • Ran market pilots for new products (Smide, now BOND Mobility, plus XperCheck and Lizzy) from MVP to launch, inside one of Switzerland's largest insurers.
  • Coordinated cross-functional teams, external partners and budgets through each pilot.
A worked example

How I'd run a renovation in an occupied resort

Not construction expertise I don't have. The project discipline I'd bring to one of your most demanding briefs: a guest-facing renovation while the resort stays open. Click through the four phases, and try the controls inside.

Illustrative · my approach, not a real brief

Define the project before anyone lifts a tool

The cheapest place to fix a project is on paper. I'd pin down scope, budget, schedule and the risk view first, signed off by the Director of Engineering and resort management, so everyone is building to the same definition.

The project charter

One page that everyone signs: what's in scope, the budget envelope, the milestone dates, the brand-standard bar, and the named owner for every decision.

Scope
Drawn and bounded

Exact areas, finishes and works, with an explicit list of what is out of scope. Change requests go through a written process, never a corridor conversation.

Budget
Costed with contingency

A line-item budget with a held contingency, a cash-flow view by month, and a single tracker that compares committed against forecast against actual.

Risk
Logged from day one

A live risk register: guest disruption, noise, dust, permits, long-lead items and contractor reliability, each with an owner and a mitigation, reviewed weekly.

0
Guest complaints
the bar for a live renovation
100%
On brand standard
no corner cut on finish quality
±0%
Budget variance
within the agreed envelope
On time
Milestone delivery
or escalated early, never late and silent
From day one

My first 90 days

How I'd spend my first three months: earn the trust of the engineering team, learn the live projects and the local process cold, and prove I can run the discipline before I touch anything bigger.

Phase 1 Days 1 to 30

Learn the ground

  • Sit with the Director of Engineering and the team to learn the live projects, the standards and how decisions get made.
  • Walk every active site, read the documentation, and map the consultants, contractors and approval processes in play.
  • Get a working grasp of the Dubai Municipality process and the One&Only brand standards from the people who know them.
Phase 2 Days 31 to 60

Take the reins on one project

  • Own one contained project end to end, with the engineering team close, to prove the discipline in this context.
  • Tighten the plan, budget tracker, risk register and status reporting on it to a standard the team can rely on.
  • Build the relationships with procurement, contractors and resort operations I'll need for everything after.
Phase 3 Days 61 to 90

Run the portfolio

  • Take on the wider set of capital and renovation projects with a consistent way of planning, tracking and reporting.
  • Bring one clear view of budget, schedule and risk across all of them, so nothing slips unseen.
  • Deliver a clean handover on the first project and use it to set the template for the rest.