Berkshire Hathaway Specialty Insurance Welcomes Franco Masciovecchio as Country Manager, Switzerland
Berkshire Hathaway Specialty Insurance (BHSI) today announced that it has named Franco Masciovecchio as Country Manager for Switzerland.
'We are pleased to continue to expand our leadership team in the DACH region. Franco's decades of underwriting experience will be instrumental as we continue to expand, bringing our technical acumen, financial strength and CLAIMS IS OUR PRODUCT philosophy to Switzerland and beyond,' said Andreas Krause, Head of DACH, BHSI.
Over more than three decades in the insurance industry, Franco has held numerous senior-level positions. He was most recently Head of Property & Construction, Europe, at another insurer. Franco is based in Zurich and can be reached at [email protected].
BHSI in Switzerland, currently offers property, casualty, product liability, executive and professional lines and cyber insurance as well as multinational solutions, with a focus on commercial and industrial risks in the corporate and upper middle market segments.View source version on businesswire.com:https://www.businesswire.com/news/home/20250806769642/en/
CONTACT: MEDIA CONTACT
JoAnn Lee / +1 617.936.2937
KEYWORD: SWITZERLAND UNITED STATES AUSTRIA NORTH AMERICA EUROPE GERMANY MASSACHUSETTS
INDUSTRY KEYWORD: INSURANCE PROFESSIONAL SERVICES
SOURCE: Berkshire Hathaway Specialty Insurance
Copyright Business Wire 2025.
PUB: 08/11/2025 05:00 AM/DISC: 08/11/2025 05:00 AM
http://www.businesswire.com/news/home/20250806769642/en
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Epidemiology of Complicated Urinary Tract Infections due to Enterobacterales Among Adult Patients Presenting in Emergency Departments Across the United States. Open Forum Infectious Diseases 2022, Jun 24;9(7):ofac315. M. D. Zilberberg, B. H. Nathanson, K. Sulham et al. Descriptive Epidemiology and Outcomes of Hospitalizations With Complicated Urinary Tract Infections in the United States, 2018. Open Forum Infectious Diseases 2022, Jan 10;9(1):ofab591 C. F. de Oliveira, M. B. Dorr, K. Lowe et al. Evaluation of Single and Multiple Dose Safety and Pharmacokinetics of Ledaborbactam Etzadroxil and Ceftibuten-Ledaborbactam Etzadroxil in Healthy Volunteers. Open Forum Infectious Diseases 2025, Jan 29;12(Suppl 1):ofae631.1425 J. A. Karlowsky, M. G. Wise, M. A. Hackel et al. Ceftibuten-Ledaborbactam Activity against Multidrug-Resistant and Extended-Spectrum-β-Lactamase-Positive Clinical Isolates of Enterobacterales from a 2018–2020 Global Surveillance Collection. 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Slides that sparkle. Phrases engineered to trend. Strategic decks with bold pillars and even bolder adjectives. Somewhere in the race to produce the perfect message, leaders are slipping into performative storytelling — technically flawless yet emotionally vacant. It's not surprising that, according to a Gallup study, only 13% of employees strongly agree that the leadership of their organization communicates effectively. In my work with executives, I've seen leaders treat storytelling as another metric to hit. They deliver the right beats, smile at the right time, hit the applause lines — and leave no trace. It's like watching a movie trailer that never convinces you to see the film. Nancy Duarte has spent over three decades shaping how leaders communicate. As CEO of Duarte, Inc. and the author of six best-selling books — including Slide:ology, Resonate, Illuminate and DataStory — she's taught visual storytelling to some of the highest-performing brands and executives in the world. 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Everyone's speaking, but the signals conflict — and employees start filling in the gaps with their own stories. 'You stayed transparent and authentic,' she said, reflecting on how organizations must respond in moments of public pressure. 'If you're living your values and living your culture and you put something out there… and it has a reaction… you stayed true to yourself.' That, she added, is the real test: 'All the company values get pressed, and that's when employees say, you claim to value integrity, but look what you just did under pressure.' Anchoring Stories In Passion And Purpose For a story to resonate, leaders must connect with it personally. 'If you can't connect to it emotionally, your audience won't either,' Duarte emphasized. A product lead can explain a release roadmap in bullet points — dry. Or they can tell the story of the original customer email that inspired it. Through that lens, the same facts gain meaning. When I coach senior leaders, I've seen both sides. 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In Illuminate, she describes the leader as torchbearer — not the one with all the answers, but the one who carries forward meaning. 'Business is an epic tale — especially for those that rise and fall.' When leaders treat communication as episodic rather than cumulative, they lose what builds belief. 'Your values should be able to endure the pressure,' she said. 'Otherwise they're just slogans.' That applies to individuals too: 'You should be able to say one of the company values and tell a personal story about how you lived it today.' Storytelling, in that sense, isn't about shaping a message — it's about reinforcing what already matters. Leader's Story Check Before your next presentation, run your story through these filters. If it fails more than one, it may be performance — not presence. A story worth telling meets all six. It feels lived in, edged with humanity, and carries the leader's fingerprints — not just their polish. It's the kind of story they can't help but tell. 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