Advisory · Reflection · Decision
A background in psychology, systemic thinking, entrepreneurial experience and work at the intersection of humans and technology — for executives and decision-makers in demanding situations.
Dr. sc. nat., ETH Zürich · BSc Psychology · Systemic Counsellor · Executive MBA, EPFL/UNIL
Areas of Work
The requests that come to me rarely fit into clear categories. What they share is less their subject than their structure: responsibility, uncertainty, and the need to preserve judgment under conditions of complexity.
Leadership in Complexity
Decisions under uncertainty. Role clarity in difficult constellations. Leadership reflection in phases of change or personal reorientation.
Organizations and Human Systems
Systemic perspectives on dynamics, conflicts, and decision architectures in organizations. Governance, culture, and the invisible patterns that shape action.
Artificial Intelligence and the Human
Strategic and ethical questions around the introduction of AI in sensitive contexts — health, advisory, decision systems. The technological perspective is not based on observation, but on first-hand development of AI systems in clinical contexts — and on reflection about what must remain human.
Strategic Sparring
A discreet space for reflection for executives seeking an independent conversation partner — without ready-made answers, with psychological depth and strategic independence.
Profile
Peter Wildhaber holds a doctorate in natural sciences from ETH Zürich. His research dealt with complex, self-organizing systems — a perspective that continues to shape his work with people, organizations, and artificial intelligence.
He studied psychology (BSc), is a systemic counsellor, and holds an Executive MBA from EPFL/UNIL in Management of Technology. As founder and board member of aidX AG, he develops AI systems for clinical contexts — at the intersection of technology, trust, and psychological practice.
He works at the intersection of what is operationalizable through system design and what can only be carried by human presence.
I work at the intersection of what is measurable and what can only be understood.
Working Method
The number of mandates is deliberately limited. Engagements arise through personal recommendation or direct enquiry.
Formats: advisory mandates, strategic reflection, and discreet individual conversations with executives and decision-makers in complex leadership and decision situations. No standardized coaching.
Describe briefly the context — what concerns you, and the kind of collaboration you have in mind. I will respond personally.
Writing
Reflections on technology, psychology, and responsibility.
Why linguistic coherence must not be confused with psychological relationship. Read →
Mehr Zeit zum Denken und Urteilen
Conversation on AI, decision-making, and what must remain human — published on the blog of the Swiss Federal Administrative Court (in German). Read →