"My goal is to leave this industry better for women than I found it."

At the beginning of 2025, Tania Müller was appointed to the advisory board of Fondsfrauen. In this interview, we would like to introduce Tania Müller and learn what drives her and why she believes that diversity is essential to a company’s success.

Tania, you are an Executive Director at UBS in Zurich. What are your areas of responsibility?
Throughout my career, I’ve led teams in various sales and client-oriented roles, driving revenue growth while ensuring strong governance in areas such as AML/KYC, contracts, client interactions, and regulatory requirements. A central component of my responsibilities has been change management and transformation – whether through process optimization, operational efficiency, or adapting to evolving market demands.

It seems that adapting to changing market requirements particularly interests you...
Yes, over time I’ve realized that strategic change and business transformation are my greatest passions. So, I’ve deliberately focused my career on helping companies navigate change successfully, enhance efficiency, and enable sustainable growth. For example, in the past eight months, I co-led a project that redefined workforce locations and capabilities. And I recently started a new role focusing on the integration of CS and UBS AM Alternatives Investments Governance.

What does a typical workday look like for you?
The great thing is: no day is the same. My work revolves around solving complex problems to achieve strategic goals. A large part of my day is spent talking to people – understanding their roles, their processes, and placing them within the broader company context. Another essential part of my job is bringing together experts, facilitating exchanges, and guiding them in developing effective solutions. It’s about recognizing connections, fostering collaboration, and driving sustainable change.

As a leader, you’ve focused on strong governance structures, efficiency, and risk management. What have you paid particular attention to in making processes more efficient and secure?
Processes shouldn’t be improved for their own sake – they must always align with the company’s strategy. I firmly believe in what I call the “3 Ds of Business Transformation”: Deep Knowledge, Diversity, and Digitalization. These three elements are at the core of my approach to process optimization, ensuring that changes are meaningful, sustainable, and create business value.

Can you share a bit about your personal life? Where did you grow up, and what brought you to Switzerland?
was born and raised in southern Brazil. During my law studies, I spent some time in Canada, where I met Tom – a Swiss man who, a few years later, became my husband and the father of our two sons.

What are your hobbies?
My hobbies are all about outdoor activities we can enjoy as a family. We often spend time in the mountains – cycling and hiking in summer, and we play tennis and go inline skating to stay fit for cross-country skiing in winter. We’re all members of a cross-country skiing club and also enjoy alpine skiing in the colder months. No matter the season – nature always has something to offer.

Allow me to ask how you manage your demanding job and family life. It’s probably a question men rarely get asked, but we women are simply curious about the strategies others use to balance everything.
Whenever I get asked this question, my first answer is: you can have it all – just not all at the same time. Life goes in phases, and priorities shift. Understanding that is key. But for me, the real secret to balancing career and family lies in a strong support network. The most important pillar of that network is my partner. Without my husband’s support, I wouldn’t be where I am today. He takes on just as much responsibility for our sons as I do – and perhaps even more during intense phases of my career. In addition, we can count on the active support of our family and a nanny.

It’s said in the industry that you’re passionate about leadership, diversity, and empowering women in finance. What motivates you?
Beyond my daily work, I’m grateful for UBS’s support in leading internal initiatives to close the gender gap in our industry. Our goal is to empower women within the company, make their potential visible, and support their career growth. What drives me personally is the enormous potential we can unlock for our organization – something that numerous studies have already proven. The journey isn’t always easy, but my goal is to make it less challenging for future generations.

This year, you joined the Fondsfrauen advisory board. What inspired you to get involved with us?
We share the same goals! I’ve been a member of Fondsfrauen for several years and have always admired the reach you’ve achieved in our industry. When I was asked to join the advisory board, I immediately knew this would be a powerful way to support my goal of leaving the industry better for women than I found it. Fondsfrauen offers an incredible platform, and I want to contribute to making the industry better for all of us.

What value does diversity bring to a company? What does it improve?
Diverse teams have a positive impact on companies in several areas. Let me list them:

1. Better decision-making: Different perspectives lead to more thorough decisions and innovative solutions.
2. More Innovation:Varied backgrounds foster creative ideas and innovation
3. Better performance: Studies show that companies with diverse teams tend to perform better financially.
4. Broader customer insights:Diversity helps develop a deeper understanding of customers and adapt products accordingly.
5. Stronger corporate culture:Diversity fosters a more inclusive and respectful work environment, which increases employee retention and satisfaction.
6. Better risk management:Diverse approaches help reduce the risk of poor decisions.
7. Legal and social responsibility:Companies that prioritize diversity enhance their reputation and meet legal requirements.

Everyone leads differently, of course! But on average, how do women lead differently than men?
I find this question difficult because I don’t really identify with stereotypical female traits. I think the most important thing is to have women in leadership roles and to provide the next generation with role models – each bringing their own unique strengths.

Have you ever experienced strange reactions from men reporting to you?
Generally, no. I remember one situation early in my leadership career when my boss – a man – mentioned that one of the employees had an issue with me being a woman and younger than him. Other than that, I’ve built mostly great relationships. I believe in leadership at eye level. Everyone has their role, and we need all of them.

Thank you for the open conversation and the great insights!

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