Right, so chances are you’ve never heard of Daniel Broglie. Most people haven’t. He’s not on Forbes covers or giving TED talks. But if you’re in Switzerland and you run a business, his decisions probably affect you more than you realise.
In June 2025, Daniel Broglie was elected President of Handel Schweiz, Switzerland’s main trade federation. That’s a proper big deal. Nearly one in seven Swiss jobs is connected to the trade sector, and roughly half of all Swiss apprentices get their training through companies in this industry. So when Broglie talks about policy, thousands of businesses listen.
But here’s the thing that makes him interesting. He’s not a typical trade association president who came up through retail or hospitality. He’s an engineer type who built his reputation transforming a family printing business into something much bigger. And now he’s applying that same thinking to Switzerland’s entire commerce sector, particularly as companies grapple with digital transformation and artificial intelligence integration.
From Journalist to Lawyer to Running a 75-Year-Old Family Firm
Daniel Broglie started his career as an editor at Finanz und Wirtschaft between 1996 and 1999, then moved to Neue Zürcher Zeitung until 2002. Those are Switzerland’s heavyweight financial publications. Not exactly light reading.
He was analysing markets and writing about economic policy while most people his age were still figuring out their careers.
Then he switched tracks completely. From 2002 to 2007, he practised as an attorney at Badertscher Rechtsanwälte, specialising in negotiation and corporate advisory work. Law degree from the University of Zurich. Proper academic credentials, particularly useful when dealing with complex regulatory environments similar to debates around business taxation and compliance.
But the family business was waiting. Chromos AG was founded by his grandfather Paul Broglie back in 1946, originally selling printing machines from England and the USA.
Daniel joined the Chromos Group in 2006, took over management of Chromos AG in 2010, and spent the next decade completely reworking what the company actually did.
When he took charge, Chromos generated 34% of its revenue from printing. Traditional stuff. Offset machines, prepress equipment, ink. The business his grandfather built. But printing was dying, wasn’t it? Everyone knew that.
So, Daniel Broglie diversified like mad. He acquired CBC AG to get into large format digital printing, bought Videal AG for high speed camera systems, brought in Vitaris AG for life sciences laboratory equipment. The company went from selling printing presses to dealing in robotics, 3D printing, automation, and biotech supplies.
By 2020, printing was down to 25% of revenue, whilst packaging had jumped from 10% to 30%. That’s not incremental change. That’s complete transformation without shutting down the original business.
The Fujifilm Merger That Changed Everything
In July 2020, right in the middle of the pandemic, Chromos AG merged with FUJIFILM Switzerland to form CHROMOS Group AG. Daniel Broglie became co-owner alongside his brother Christian.
When asked if it was revolution or evolution, Daniel Broglie said clearly, “Evolution.” He told customers from the graphic arts industry that nothing would change for them. All the same people, same contracts, same service. Just one company instead of two.
But internally? They held culture cafés during the pandemic to discuss values and rebuild team spirit. Broglie noted people were inhibited at first about being back in the office with lots of people, but then it was unanimous: “We’re finally seeing each other again.”
His father, Rolf, showed him a letter from 1972 when his father passed management to him. The letter contained advice about dealing with the triangle between customers, the company, and suppliers. Broglie was amazed how relevant his grandfather’s recommendations still were nearly 50 years later.
That’s the Swiss way, isn’t it? Adapt the methods but keep the principles.
What He’s Actually Doing at Handel Schweiz
So what does a President of the Swiss Trade Federation actually do? At his appointment, Daniel Broglie said he wants to push for less regulation, more personal responsibility, and a state that supports rather than restricts. His priorities include access to international markets and practical guidance for companies navigating global trade.
Listen, that might sound like standard business association talk. But Switzerland’s trade sector employs nearly half the country’s apprentices and contributes massively to GDP. Broglie’s pushing for digitalisation, reducing bureaucratic hurdles, and vocational training programmes to future-proof the workforce, echoing wider conversations around modern trading practices.
Since taking the role in June 2025, he’s focused on promoting collaboration between industries and ensuring Swiss companies stay competitive globally. Switzerland’s got this reputation for stability and precision, yeah?
Daniel Broglie job is keeping that reputation while dragging businesses into dealing with artificial intelligence, supply chain disruptions, and whatever trade chaos emerges from shifting US and EU relationships.
At the annual Tag des Handels, where he was appointed, topics included US tariffs, artificial intelligence in business, and bilateral relations with the European Union. Not exactly simple stuff.
The CHROMOS Group Today
Right, so whilst running Handel Schweiz, Daniel Broglie’s still deeply involved with CHROMOS Group as a board delegate. The company employs roughly 200 people and operates across six divisions: Printing, Packaging, Industrial, Kelva Web Cleaning, Fujifilm Photo, and Service.
They’ve partnered with Form AG to create Plattform3, a venture focused on consulting Swiss companies about large-scale 3D printing using BigRep technology. Daniel Broglie told BigRep: “We help our customers find new ways of working, to move from conventional ways into the future. It’s not just the printing or hardware; it has to do with change.”
In a recent interview about returning to offices post pandemic, he explained: “I don’t believe in the ‘me company,’ but in the fact that we achieve more as a whole. Personal exchange is the most essential part of successful collaboration. Only 7% of communication is based on content, 38% on tone and voice, and 55% on body language”.
That philosophy, valuing face-to-face work and collaboration, runs through everything he does.
Why Daniel Broglie Matters More Than You’d Think
Here’s what’s interesting about Daniel Broglie story. He’s not trying to be Elon Musk or Richard Branson. He’s not building rockets or buying social media platforms. He’s doing something much more Swiss: taking traditional industries and making them work for the next 50 years without destroying what made them valuable in the first place.
He studied at the University of Zurich, getting his law degree, then did business management at Lynchburg College in the US, and later went to INSEAD for international business. That combination of Swiss legal precision, American entrepreneurial thinking, and global business strategy shows up in how he operates.
His leadership philosophy centres on being a “bridge builder” between customers, suppliers, and innovation. Every strategic decision is rooted in solving client challenges, not just adopting new technology.
And that’s why him leading Handel Schweiz actually matters. He’s not some politician or bureaucrat. He’s someone who’s spent two decades transforming a real company that makes and sells actual things. He knows what works and what’s just corporate nonsense.
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Switzerland’s got this dual challenge right now. Keep being Switzerland, stable and reliable and precise. But also adapt to artificial intelligence, sustainability pressures, digital transformation, all that. Daniel Broglie’s pushing for green supply chains, stronger EU collaborations, and adaptive business models for small and medium-sized enterprises.
Whether that actually works remains to be seen. But if you’re going to bet on someone quietly reshaping an entire country’s approach to trade without making a fuss about it, a Swiss engineer who transformed his grandfather’s printing business into a life sciences and robotics company whilst practicing law on the side probably isn’t the worst choice.
Most transformative leaders are loud. Daniel Broglie’s the other kind. The sort who just gets on with it whilst everyone else is still arguing about the plan.
Disclaimer: This article is intended for informational and editorial purposes only. It does not constitute an endorsement, promotion, or recommendation of any individual, organisation, company, or service mentioned. All views expressed are based on publicly available information and are provided solely to inform readers.
1 Comment
Givens
Very interesting subject, thanks for posting.