Arbonia is an innovative full-range provider of interior doors made of wood, glass, and metal. From doors, showers, and room partition systems to smart planning tools and decades of industry expertise – it all comes together under the Arbonia umbrella. Listed on the SIX Swiss Exchange, the company is one of Europe’s leading door manufacturers, with 14 brands and dedicated sales companies across Switzerland, Germany, Poland, Spain, the Czech Republic, Portugal, and France.
“We value high standards and stand for quality. That’s why we embrace the responsibility to provide young professionals with a platform where they can grow and be challenged,” says Philippe König, Head of Business Development at Arbonia.
Business Development Perspective on Thesis Projects
Philippe König studied Economics and Banking & Finance at the University of St. Gallen, followed by roles in consulting and banking. He leads the Business Development at Arbonia, overseeing all M&A activities and the company’s operations in Southern Europe. His take on academic theses is shaped by entrepreneurial thinking, international experience, and personal hindsight. Reflecting on his own thesis, he says: “I procrastinated, ended up writing it during work hours, and the result was neither practical nor insightful.”
What would he do differently today? “Start earlier. And choose a topic I actually care about.” Even better: one that also brings value to a company. That’s where the true potential of practice-based theses lies.
Arbonia’s combination of technical depth, well-sized teams, and a European mindset makes it a compelling partner for students.
“We’ve launched pilot projects, but we are partly lacking the necessary capacity. That’s exactly where students can step in and make a difference.”
One example of a win-win thesis? König recalls a student who conducted a customer analysis for a new business area. It was part of a cooperation project and involved structured research and interviews with a clear goal. “It was diligent work that helped us move forward. In return, we shared the strategic thinking behind the project.”
What makes a good thesis? For König, it’s not just academic precision – it’s an outcome that’s actionable. This requires strong guidance. “We had regular check-ins, at least monthly. The direction was clear: What’s needed? Where are we? What’s missing?”
That’s where universities come in, too: When students show up well-prepared and with concrete ideas, motivation rises and the matching quality improves. “You quickly notice when someone has done their homework about the company. That leaves an impression. And it feels less like supervision, more like collaboration.”
HR Perspective on Theses
Marijana Sljivic, HR Business Partner at Arbonia Management, also sees strong potential in well-supported theses. While it’s not always easy for smaller business units to carve out the time to supervise students, the long-term value is clear: “A thesis says a lot about a person. If someone can approach it with structure and reflection, they’ll bring those strengths to the job, too.”
With around 3,700 employees and headquarters in Switzerland, the Arbonia Group is globally active yet deeply rooted in local communities. This principle also guides their HR work: People are convinced by real opportunities.
Employees are offered the chance to pursue part-time study programs – particularly at universities of applied sciences like OST or ZHAW. For apprentices, there’s the option to complete a vocational baccalaureate and transition into part-time higher education.
“We adapt the study model to the person, not the other way around. Even a 30% workload alongside vocational school is possible here.”
Looking Ahead: Getting a Foot in the Door
For both König and Sljivic, the conclusion is clear: when academic theses connect with real-world practice, both sides benefit. What matters is that interest and timing align – and that companies are open to the process. As König sums it up: “Knowledge transfer works when both sides take initiative. We see it as an opportunity – for ideas, for new talent, and for ourselves.”