Walter Matter is a family-owned SME based in Geneva, specializing in green coffee and cocoa trading since 1920. Now led by the third generation, the company values agility and inherited principles. The current CEO emphasizes passion, knowledge transfer, and innovation while preparing the next generation for sustainable and modern leadership.
Question: Can you tell us what is the SME Walter Matter?
Answer: We are a green coffee and cocoa trader established in Geneva in 1920. For 3 generations, we have remained a human-scale organization, acting as a partner rather than a customer or supplier.
Question: What inspired you to continue the family legacy and take over Walter Matter?
Answer: Passion. I was born and raised in the heart of coffee and cocoa. They’ve always been part of my life, not least through the fascinating people they’ve given me the opportunity to meet. Taking over was an obvious choice.
Question: How does being a family-owned business set Walter Matter apart from other companies in the industry?
Answer: Most trading companies are family-owned. Some of the biggest are still owned by heirs. In this respect, I don’t think Walter Matter stands out. But we’re still an SME. The transmission of values, culture, and knowledge is fluid, and we have great agility in decision-making.
Question: Were there specific educational experiences or training that prepared you for your role as CEO?
Answer: When I was studying, there was no specific training, as is the case today at SUISSENÉGOCE. I’d say that my father’s passing on of knowledge, my studies in International Affairs, and my military career in the Swiss army were complementary and invaluable.
Question: What are the biggest challenges you’ve faced in leading a family business?
Answer: As an heir, although some doors are already open, you must demonstrate twice as much that you are capable, as an individual and not as a son.
Question: What advantages do family-owned businesses have over their corporate counterparts?
Answer: Agility. Of course, I always seek the opinion and advice of those around me, but in the absence of a Board, decisions remain my prerogative.
Question: Was there ever a fear of not living up to the achievements of previous generations? How did you overcome it?
Answer: They say the 3rd generation is the one that fails. It seems I’ve been defying the prophecy for the past 20 years! On a more serious note, taking over was a choice, not an obligation. Instead of being guided by pressure and fear of failure, I organized the structure to prevent it. To do this, I surrounded myself with brilliant people, and always acted in the best interests of Walter Matter.
Question: How do you put your own imprint on Walter Matter’s story while respecting its history?
Answer: It is imperative to preserve the values that make up Walter Matter’s DNA. At the same time, it is essential to be open to modernity and change, which are essential to the company’s long-term future. That’s probably where the footprint lies.
Question: What are the current challenges faced by family-owned businesses in today’s competitive landscape?
Answer: The challenge is not so much the family character as the notion of size. We work alongside very large groups with incomparable resources. We often must be more than agile to achieve the same goals, whether commercial or regulatory.
Question: What advice would you give to the next generation of family business leaders? What do you see as the key challenges that the next generations will need to tackle in the cocoa and coffee sector?
Answer: The world brings its own challenges. We must always strive for progress. Environmental, social, and economic considerations are key, and we need to improve our practices while ensuring the company’s viability. The next generations will have to carry on the legacy without fear of shaking things up. They must have confidence in themselves, always be learning and aware of their limits so as to push them intelligently, and above all stay close to the field and to people. Nothing is perfect or binary, but everything can become better. The coffee and cocoa sectors are no exception, and we need to constantly re-evaluate ourselves in order to supply sustainable, fair-trade products.
Question: Is the next generation showing interest in the business? How do you prepare the next generation to continue the legacy?
Answer: My daughter is 8 years old, and she still has many happy childhood years ahead of her. I’d be happy for her to be the 4th generation, but the choice is hers and she’ll decide when the time comes.