Governing Board Elections 2024

Biographical Data

Christian Tétrault is an international business and tax lawyer with over 25 years of experience across mature and emerging markets.

After serving as the Corporate and Industry Tax Director for the International Air Transportation Association (IATA) in Canada and Switzerland (1997-2004), Christian moved to the United States where he lived for 12 years, first working in an advisory capacity at Deloitte, before stepping into a leadership role within the private equity and investment management sector generally (Capital Group). He continued his activities after returning to Switzerland at the beginning of 2017.

Admitted to the Bar in Canada (Province of Quebec) and the U.S. (State of California), Christian also has extensive experience in Switzerland (11 years) and throughout Europe and Asia, as well as several countries within South America (LATAM), the Middle East and Africa. He holds a Master’s degree in Taxation and completed additional education in business management and finance.

Christian served on boards in different jurisdictions, as well as the Chief Financial Officer and Treasurer of an art foundation. He also currently serves on the Board of Directors of the Canadian-Swiss Chamber of Commerce in Switzerland.

Christian is a citizen of Canada and has lived in Switzerland with his family for 11 years (first 2001-2004 and ever since 2017). His wife graduated from Ecolint (La Châtaigneraie) in 1993 and has since remained closely connected to the School community. Their two children have also attended the La Châtaigneraie campus. Their oldest son already graduated in 2022.
 

What does Ecolint mean to you?

To me, Ecolint is a model of international collaboration, innovation, knowledge sharing and tolerance for generations to come, as it has inspired previous generations since its beginning. Ecolint provides unparalleled education with a purpose. Based on its international values, Ecolint promotes peace, inclusion and diversity of perspectives, as well as the sustainable development of our society. Given the extent of the global issues that we are facing, Ecolint plays an important and meaningful role within the international community.
 

What skills/expertise can you bring to Ecolint?

Passionate about strategy, known to be a complex problem solver and a skilled negotiator, I can bring extensive expertise in good governance and the effective management of external stakeholders. My business acumen and sound financial judgment would also prove valuable in the definition and execution of the School’s strategic plan, supported by a solid financial plan.
 

Understanding that the Governing Board focuses on long-range and strategic issues, and not specific management, personnel, or curricular issues, how would you support the Ecolint Mission if you were elected to the Governing Board?

I would support the Mission by sharing my enthusiasm and broad international experience gained working with international and commercial organizations in several countries. I believe that my blended experience (in the areas of governance, legal and financial matters), as well as my passion for strategic planning and direction, would bring an interesting perspective. I see myself playing an active role in the definition and execution of the new strategic plan.
 

The Ecolint Governing Board is the key governance body of the International School. What is your understanding of the tasks you are called upon to perform in this context? And, what particular skills and experience would you draw on to fulfil this role?

My understanding is that the Governing Board manages the affairs of the Foundation for the purpose of fulfilling Ecolint’s mission to serve the international community by providing bilingual (French/English) education of excellent quality, using innovative methods, and with a pedagogy centered on children and international values that are based on the principles of equality and solidarity. As the key governance body of the International School, the Governing Board also represents the Foundation towards third parties, either directly or through designated organs or persons.

The Governing Board fulfils its mandate in accordance with the Foundation Act and Regulations (“Charter”). More specifically, the Governing Board has the exclusive responsibility to appoint the Director General and evaluate his/her performance; approve the organisational structure of the Foundation; appoint the auditors; approve the annual financial statements, annual financial plan and annual report of the Foundation; approve the staff regulations and/or collective agreements, as applicable; make any decision regarding the objectives, policies and programmes of the Foundation; and control the Executive Committee in the execution of its tasks.  

As a member of the Governing Board, I would draw on my legal, financial and business management skills and experiences gained internationally to fulfil this role. My governance skills (including my participation in other Boards) and my record of building and strengthening relations with external stakeholders would also prove valuable in the role. I would be thrilled to leverage my background to serve in one or more of the Board Committees (Finance, Strategic Planning, Development, Nominations & Governance).
 

Fair and equitable access to an education of excellence such as that of the International School of Geneva is at the heart of the objectives on which the Governing Board must focus. What might your thoughts be on this matter at this time? Do you have any particular expertise that you could draw upon in such societal matters?

Providing fair and equitable access to an education of excellence ties into the ability to invest in children’s potential, without mere financial costs being a disqualifying factor, as a manifestation of Ecolint’s values of equality and solidarity. The Ecolint Scholarship Programme is a wonderful initiative in this regard, which must form part of the broader question of financial sustainability for the Foundation in the long term, as well as the goal of offering affordable fee structures generally. As I have seen, together with fundraising and philanthropy, strategic collaborations with third parties could be explored and bring in additional resources to meet this important objective.
 

Ecolint aims to ensure a framework that serves to provide a distinctive high quality international education through which all students are helped to develop their abilities to the highest level of the potential. In your opinion, what are the different elements that are critical to this framework (buildings, interior and exterior spaces; technical supports and equipment; management team, teachers, and administrative staff; or others...)?

All the elements mentioned above are key components of this framework, without which Ecolint would not be what it is. A distinctive trait of Ecolint, around which those elements are thought through and organised, is the culture and the commitment to the international values conveyed by Ecolint. This unifying trait creates purpose, defines Ecolint’s mission and develops a sense of belonging, which in turn inspires and further strengthens the very unique nature of the Ecolint community, including also its alumni. I am always amazed to see my wife return to her campus 30 years after her graduation and witness the effect it has on her to catch up with former teachers, members of the school staff and former classmates, while proudly walking the grounds of her campus at the annual Kermesse. We are pleased to have our children also be part of this community.

Ecolint embraces diversity and honours the unique voice and personal experience of all members of the community. What do you think of this statement in terms of your experience as a member of the community? In your opinion what should be the role of the Governing Board in strengthening inclusion of diversity in the Foundation?

This statement rings true and I believe that it is embedded in the international values conveyed by Ecolint, based on my experience and interactions, and through the eyes of my wife and children as former and current Ecolint students. I do appreciate that members of the community may have different experiences at times.

As the key governance body of Ecolint, the Governing Board has the role of setting the tone so that this statement defines, and continues to define, the reality experienced by all members of the community. This means giving the example and ensuring that the Governing Board indeed promotes a true culture of openness, learning and belonging in all the Board’s work. Maintaining a commitment to inclusion and achieving the diversity of thoughts and perspectives require observing and listening with care, humility and attention, as well as acting with courage, transparency and integrity. Together with sustainability, this belief and commitment should remain a central theme of the Foundation’s strategic plan.

The Governing Board plays an important role in building trust, through its actions and interactions. In that respect, it is critical that the Board be in touch and engage in outreach, so as to be connected with the various members of the Ecolint community, including the students, parents, teachers, administrative staff and their representatives. Recognising also that experiences may differ depending on the campus, it is important that views be gathered across campuses, with actual Board member visits to the campuses.
 

Are you aware of the financial information related to the Foundation? While efforts have been made, what else can be done in your opinion, to make the Foundation more sustainable in the long term continuing to ensure affordable fee structures while providing qualitative inclusive education in an effort to make global citizens and optimum capital development efforts?

I have indeed consulted the latest annual report of the Foundation. While not currently privy to the latest efforts that may have been discussed or considered to make the Foundation more sustainable over the long term, I would strive to maintain affordable fee structures and support capital development initiatives by expanding and diversifying the philanthropic contributions made toward the funding of the Foundation’s costs. I was very surprised to read that more than 99% of Ecolint’s costs are covered by tuition fees. This may call on securing generous donations from various sources, notably some institutions or employers that currently help cover some student costs on an individual basis (whereas some families pay out of pocket), or some businesses that may wish to invest in their “future workforce” and intentionally partner with the Foundation to financially support key initiatives, thereby creating goodwill within the community. Innovative avenues and fundraising opportunities could be explored. Seeking to contain tuition fees would provide more flexibility to help maintain a diverse student community.
 

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