Dan Kahn is the President and Co-Owner of Floors To Your Home, a four-generation family business founded in 1921. Based in Indianapolis, the company has built a reputation over more than 100 years for combining strong buying discipline with consistent customer service.

Kahn grew up around the business and stepped into leadership in 1986 alongside his brother, Marshall. Since then, he has helped guide the company through major changes in the retail and ecommerce landscape while staying rooted in its original values.

“My company was founded on the highest ethical principles by my grandfather,” Kahn says. “We’ve kept those strong traditions of honesty and excellence in customer service in place for future generations.”

One of Kahn’s key contributions has been reinforcing a warehouse-first business model. Rather than relying on third-party suppliers, the company owns and stores the majority of its inventory. This allows for faster shipping and more direct control over the customer experience.

“We own and warehouse 99% of all the products you see displayed on our website,” he explains.

Kahn has also leaned into large-scale closeout buying. By purchasing discontinued and overstock flooring in bulk, the company has created a system that operates differently from many traditional retailers.

His leadership reflects a practical approach to growth. Focus on what works. Improve operations over time. Stay consistent.

Today, Floors To Your Home continues to evolve under his guidance, with the fourth generation now involved in the business.

A Conversation with Dan Kahn of Floors To Your Home

Q: You come from a long line of business owners. How did that shape your career?

I grew up around the business, so I saw how it worked from an early age. My grandfather founded the company in 1921. After he passed in 1948, my father took over and ran it until 1986. Then my brother and I stepped in.

You learn a lot just by being around it. You see how decisions are made. You see how customers are treated. That stays with you.

“My company was founded on the highest ethical principles by my grandfather,” Kahn says. “We’ve kept those strong traditions in place.”

Q: What were the biggest changes when you took over in 1986?

Retail was already starting to shift. Bigger chains were growing. Competition was increasing. We had to think carefully about how we would stay relevant.

We didn’t try to compete on everything. We focused on what we could do well.

That meant buying smart and building strong relationships with suppliers.

Q: One of your key strategies is buying closeout flooring. How did that come about?

It developed over time. We saw opportunities in discontinued and overstock products. Manufacturers and large retailers often need to move inventory quickly.

“Are you familiar with clothing or shoe outlet stores?” Kahn says. “We are just like those outlet stores, but we sell flooring.”

Once we leaned into that model, it became a core part of the business.

Q: You also chose to warehouse most of your inventory. Why was that important?

Control. That’s the main reason.

A lot of companies don’t actually own what they sell. They list products and then order them from someone else after the customer buys.

“We own and warehouse 99% of all the products you see displayed on our website,” Kahn says.

That gives us more control over shipping, accuracy, and communication.

Q: What impact does that have on the customer experience?

It reduces uncertainty.

If you own the product, you know exactly what you have. You know when it will ship. You can check it before it goes out.

“We double and triple check before any flooring is shipped out,” Kahn says. “We will personally call you to let you know that your flooring has shipped.”

It’s about making the process clearer for the customer.

Q: Flooring is a major purchase. How do you help customers feel confident buying online?

We try to give them as much information as possible.

We photograph and scan all our products ourselves. We also encourage customers to order samples.

“Nothing compares to holding a piece of the actual flooring in your home,” Kahn says.

It helps them make a more informed decision.

Q: Your inventory is always changing. How do you manage that?

That’s part of the business. When you’re dealing with closeouts, you can’t always restock the same product.

“With many of our offers, once we run out we may never get to bring them back in,” Kahn says.

We focus on keeping a strong range of options available and bringing in new inventory regularly.

Q: What has leadership meant to you over the years?

It’s about consistency.

You don’t need to reinvent everything. You need to understand what works and build on it.

We’ve stayed focused on buying well, serving customers, and running the business responsibly.

Q: What do you think has helped the business last for over 100 years?

A long-term mindset.

We’re not just thinking about today. We’re thinking about the next generation.

“Our flooring experts have years of experience,” Kahn says. “They can help you pick the right floor for the right environment.”

That kind of knowledge and service builds trust over time.

FIRST ON FOX: The White House is tapping the Business Roundtable to lead corporate engagement during the United States’ upcoming G20 host year, marking a shift away from the traditional Business 20 framework historically organized by the U.S. Chamber of Commerce.

Administration officials say the decision is aimed at streamlining business participation and aligning it more closely with the Trump administration’s economic priorities, including deregulation, energy expansion and innovation-driven growth.

In a statement, White House spokesperson Olivia Wales told FOX the Business Roundtable, comprised of leading U.S. CEOs, would play a central role in advancing a pro-growth agenda during the G20 cycle.

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South African President Cyril Ramaphosa (R) chairs a meeting as heads of state and government met on the second day of the G20 Leaders’ Summit on Nov. 23, 2025, in Johannesburg, South Africa. (Per-Anders Pettersson/Getty Images)

“Business Roundtable, led by top U.S. CEOs, is the right choice to champion business engagement during the United States’ G20 year,” Wales said, pointing to what the administration views as a successful economic model built on trade deals, expanded domestic energy production and private-sector job creation.

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“The president’s tried-and-true policies are a model for the entire world, and the United States looks forward to discussing how other countries can replicate this success,” she added.

Under the new structure, the Business Roundtable will host a major CEO-focused event at Trump National Doral on Dec. 12, just ahead of the G20 Leaders’ Summit scheduled for Dec. 14 and 15.

A sign reading Trump National Doral is seen on the grounds of the golf course owned by Donald Trump. (Joe Raedle/Getty Images)

The gathering is expected to include more than 120 Business Roundtable member CEOs, along with at least one chief executive from each G20 economy and invited guest nations. Discussions will center on key themes such as growth through deregulation, energy dominance and innovation.

Additional business engagement events are planned throughout the year, including sessions tied to Business Roundtable board meetings in Washington, D.C., as well as programming alongside the G20 Finance Ministers’ meeting in Asheville, North Carolina, with Treasury Secretary Scott Bessent.

The move effectively sidelines the B20 process, which has traditionally served as the primary vehicle for business input into G20 deliberations.

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The B20 changes hands, led by business groups in the host country as the meeting moves around among G20 members. 

Administration officials described the existing structure as “cumbersome” and “bureaucratic,” arguing the result was unproductive.

Trump administration officials described the existing structure as “cumbersome” and “bureaucratic.” (Photo by Ian Maule/Getty Images)

Chamber officials tell FOX Business they agree. The B20 will still be held in a revamped format in the U.S. this year.

Jessica Boulanger, the chamber’s senior vice president and head of communications and public affairs, said in a statement to FOX Business that the organization is working to host a “B20 unlike any other.”

“We’re working with top government and business leaders to hold B20 USA in November with dialogue that will be focused on a ‘back to basics’ agenda consistent with the Trump administration’s vision,” Boulanger said.

“We welcome the engagement of the BRT and other organizations to support pro-growth dialogue between government and business,” she added.

CLICK HERE TO READ MORE FROM FOX BUSINESS

A source familiar with the plans for the B20 told FOX Business that Ross Perot Jr. will be the chairman of this year’s conference. 

The move reflects a broader shift in how business voices are included in global economic discussions during the U.S. host year, giving top CEOs a more direct role and aligning their input more closely with the administration’s priorities.

Choosing the wrong software partner can slow delivery, inflate costs, and leave your business tied to systems that become hard to maintain. Switzerland is a demanding market where companies expect technical precision, clear accountability, and solutions that support long-term growth rather than quick fixes.

That is why vendor selection deserves more than a surface-level review of portfolios and sales claims. The best partnerships usually come from firms that combine engineering depth, business understanding, and a delivery model that fits the client’s stage, risk profile, and internal capacity.

This article examines the top software development companies in Switzerland through a practical lens. You will see what each company is best suited for, what services they cover, and where their strengths are most likely to matter.

Main Benefits of Cooperating with Top Software Development Companies in Switzerland

The right software development partner helps reduce delivery risk, sharpen product decisions, and build software that remains useful as the business evolves. In a market like Switzerland, where quality expectations are high, those advantages have a direct commercial impact.

Access to high-level engineering expertise

Top software development companies in Switzerland usually bring multidisciplinary teams that cover architecture, development, design, testing, and delivery management in one model. That matters because software problems rarely stay within one function for long. A product issue may begin as a UX flaw, expose a backend limitation, and eventually require infrastructure changes. Strong vendors can address those dependencies without forcing the client to coordinate multiple disconnected specialists.

Faster and more predictable delivery

A capable vendor shortens the path from idea to working software because the team already has proven workflows, reusable patterns, and delivery discipline. That means reducing avoidable friction, such as unclear requirements, poor sprint planning, weak QA coverage, or repeated rework. In practice, speed becomes credible only when it is supported by process maturity.

Better alignment between technology and business goals

Not every software company understands the commercial logic behind the product it is building. The stronger firms do. They ask how the platform creates value, what user behavior matters most, where operational bottlenecks sit, and which features actually affect revenue, retention, or efficiency. That changes the quality of the work because the conversation moves beyond tasks and tickets.

Stronger product quality and lower operational risk

High-quality software is about resilience, test coverage, system stability, documentation, deployment practices, and the ability to support the product after release. Leading software development firms tend to treat these areas as part of delivery. That mindset lowers operational risk for the client.

Flexibility for different stages of company growth

The best software partners can support companies at very different points in their development:

• Startups may need product discovery and MVP execution

• Mid-sized firms may need a team that can improve internal systems

• Larger organizations may need long-term engineering support

That flexibility matters because business needs rarely stay static. A company might begin with one narrow project and later require ongoing development, AI integration, cloud optimization, or product expansion. Firms that can adapt their role over time tend to create more durable partnerships. The relationship becomes less transactional and more strategic, which usually leads to better outcomes on both sides.

5 Best Software Development Companies in Switzerland for 2026: The List

Switzerland offers access to both locally rooted engineering firms and international development partners serving the Swiss market. That creates a healthy range of options, but it also makes evaluation harder because the best choice depends heavily on delivery priorities, budget structure, and the complexity of the product.

These five companies below stand out for different reasons, and each serves a different type of client need.

HBM.ai

HBM.ai

is a top software development company in Switzerland for startups, SMBs and enterprises that need more than a coding vendor. It is especially relevant in a market where senior hiring is slow, AI specialists are expensive, and local delivery costs remain very high. With 90 percent of its engineers operating at a senior level, HBM.ai offers the kind of experienced delivery capacity that is difficult and time-consuming to build locally.

They act as a European technology partner that helps businesses strengthen internal teams, fill critical expertise gaps, and scale delivery capacity without the long delays and fixed costs of local hiring. Though, in addition to classical team extension, they can also take full responsibility for the project implementation and drive end-to-end product development. As a nearshore partner, HBM.ai gives Swiss companies access to skilled engineering talent in the same time zone, which supports easier communication, faster feedback loops, and closer day-to-day collaboration.

HBM.ai supports companies in custom software development, integrations, migrating to cloud and modern technologies, AI/ML consulting and implementation, cloud managed services, QA&Testing, UX/Product design, penetration testing – offering one partner across the full delivery cycle.

Key benefits

• Premium service available even for smaller businesses

• 30 to 40% lower delivery cost compared with equivalent local hiring in Switzerland

• Ramping-up senior team within 4-6 weeks and bringing value from day 1 because of proven delivery framework

• Up to 50% lower cost pressure than hiring local AI specialists at Swiss salary premiums

• Same time zone for easier communication and faster coordination, local top management

Selleo

Selleo is a custom software development company with a strong full-cycle delivery model and a clear focus on building web, mobile, and SaaS products. They are a long-term software partner, with services spanning product work, UX and UI design, QA, DevOps, and software outsourcing, which gives them a broad enough offer for companies that want one team across the delivery lifecycle.

For businesses evaluating vendors for the Swiss market, Selleo’s strongest appeal is reliability with product focus. It appears well-suited to startups and mid-sized companies that need more than isolated development capacity, but do not want the weight of a large consulting firm.

They emphasize SaaS delivery, Agile collaboration, and cross-functional teams makes it especially relevant for product companies that need steady execution, transparent communication, and a partner that can support both initial development and later platform growth.

Key benefits

• Full-cycle custom software support across product, design, QA, DevOps, and delivery

• Strong fit for SaaS platforms, web applications, and mobile products

• Good option for startups and mid-sized businesses that want a long-term product partner

• Positive reputation for communication, reliability, and project management in verified client reviews

• Suitable for companies that want Agile execution without enterprise-scale overhead

SoftKraft

SoftKraft is a software development company that has built a strong reputation for bespoke software delivery, transparent communication, and reliable execution. It is often recognized among leading custom software providers serving Switzerland, and its profile suits businesses that want tailored product development without the heaviness of a large enterprise integrator.

The company focuses on full-stack engineering, AI integration, and web and mobile application development. Its appeal lies in combining technical capability with a delivery style that clients can follow and trust.

One of SoftKraft’s strengths is clarity. Many software projects fail because communication breaks down and expectations drift. SoftKraft is known for maintaining strong client collaboration throughout the delivery process, which tends to improve scope control and reduce avoidable misunderstandings. That becomes especially valuable when the software is business-critical or when internal stakeholders need visibility into progress and trade-offs.

Key benefits

• Strong bespoke software expertise for tailored digital products

• Transparent communication and collaborative delivery process

• Good fit for Swiss and European companies needing reliable execution

• Covering full-stack development with AI, web, and mobile capabilities

• A consistent high performer in Clutch Switzerland leaderboards

Soxes AG

Soxes AG is a Swiss software engineering company with a profile that aligns particularly well with enterprise-grade and compliance-sensitive work. As a local firm, it offers the kind of proximity, contextual understanding, and trust that many Swiss businesses still value, especially in regulated industries or high-stakes internal systems.

Their core strengths include custom software engineering, legacy system modernization, secure development, and cloud solutions. That makes it a strong candidate for organizations that need precision, maintainability, and confidence in long-term software quality.

One of the clearest reasons to consider Soxes AG is its focus on secure and dependable engineering. Companies operating in finance, healthcare, infrastructure, or other tightly managed environments don’t just need software that works. They need software that supports governance, data protection, and operational stability.

Key benefits

• Swiss-based delivery model with strong local market relevance

• Well-suited to regulated and compliance-sensitive environments

• Strength in secure engineering and legacy modernization

• Good choice for enterprise software and cloud transformation work

DBB Software

DBB Software is a bespoke software development company known for its accelerated delivery model and practical approach to building scalable digital products. It serves international clients, including businesses connected to Switzerland and the wider DACH region, and is frequently mentioned among top software firms active in the Swiss market.

Their service offering includes custom software development, MVP creation, AI and machine learning integration, IoT solutions, DevOps, cloud migration, and system architecture. The company is particularly attractive to organizations that need speed without giving up technical quality.

A core part of DBB Software’s value proposition is efficiency. They emphasize faster delivery through pre-built components, reusable modules, and proven technical accelerators that reduce unnecessary development time.

Key benefits

• Accelerated development model supported by reusable components

• Strong fit for MVPs, product launches, and fast-scaling platforms

• Covers architecture, DevOps, cloud, AI, and custom engineering

• Balances delivery speed with long-term technical structure

Steps to Choose the Right Software Development Companies in Switzerland

Choosing among software development companies in Switzerland requires more than comparing service lists or hourly rates. The right decision comes from understanding how well a vendor aligns with your business goals, operating model, communication needs, and long-term roadmap.

Here are steps that help narrow the field in a more disciplined way, so you can choose a partner that supports both immediate delivery and future growth.

Step 1. Define the real business objective

Many vendor selection processes begin with a list of requested features, but that is often the wrong starting point. The better question is what the business needs the software to achieve. That could be faster operations, better customer experience, a new revenue stream, lower support costs, or improved data visibility. Once the objective is clear, it becomes easier to judge whether a vendor understands the problem behind the specification.

Step 2. Evaluate the company’s fit for your stage of growth

A startup usually needs a different kind of software partner than an established enterprise. Early-stage companies often need product thinking, rapid iteration, and flexibility around changing priorities. Larger firms may need governance, documentation, process maturity, and the ability to work across departments with more structure.

This matters because delivery problems often come from a mismatch rather than incompetence. A company built for enterprise transformation may be too heavy for a startup. A highly agile boutique team may struggle in a regulated, multi-stakeholder corporate environment. You need a partner whose model fits the way your business actually works today.

Step 3. Look beyond technical skills and assess communication quality

Engineering quality matters, but software projects also depend heavily on communication. Poor updates, unclear ownership, and vague risk reporting can derail even technically competent teams. That is why it is important to assess how the company explains trade-offs, manages expectations, and responds to ambiguity. The way a vendor communicates during evaluation is often the clearest preview of how they will behave during delivery.

Strong communication creates operational trust. It helps internal stakeholders stay aligned and prevents small issues from turning into expensive delays. In practice, many successful software partnerships are built on disciplined communication as much as on technical expertise. Teams that ignore this factor usually pay for it later.

Step 4. Review service range with future needs in mind

It is sensible to choose a vendor based on the current project, but it is shortsighted to ignore what may come next. A company may initially need a web platform, then later require mobile development, cloud optimization, AI integration, or ongoing maintenance. If the vendor can support those adjacent needs, the relationship becomes more efficient and easier to scale. If not, the client may face a fragmented ecosystem of providers.

This means understanding whether the company can reasonably grow with your roadmap. A narrow technical fit can work for a one-off task. For strategic products or internal platforms, broader capability often creates more long-term value.

Step 5. Test whether the vendor thinks like a partner or a contractor

This is one of the clearest dividing lines in the market. Some software companies wait for instructions and execute them literally. Others challenge assumptions, surface risks early, and contribute to better decisions. The latter group is usually more valuable, especially when the project involves uncertainty, innovation, or evolving product direction. They do more than produce code. They help shape outcomes.

You can often detect this in early conversations. A true partner asks better questions, cares about business context, and doesn’t pretend every idea is equally good. That can be uncomfortable for teams expecting passive compliance, but it is usually a sign of stronger delivery. The right software partner should improve your thinking.

Wrapping Up

The best software development companies in Switzerland aren’t interchangeable, and that is precisely why careful evaluation matters. Some firms are better suited to startup innovation and product discovery, while others are stronger in enterprise modernization, secure engineering, or accelerated product delivery. The right choice depends on your business model, project complexity, internal capabilities, and appetite for strategic collaboration.

In the late afternoon session, the scrip was being traded at 20.61 pounds, down by 5.50 per cent on the LSE. Vedanta opened on a positive note, but soon swung into the red.

The broader market was also weak and the benchmark FTSE 100 was trading at 5,248.95, down 0.32 per cent in the late afternoon session.

On the other hand, Cairn Energy Plc climbed 1.41 per cent and was being quoted at 4.59 pounds on the LSE.

In India too, Vedanta Group firm Sterlite Industries sank by over 4 per cent to close at Rs 160.70 on the Bombay Stock Exchange. Sterlite was the biggest loser in the Sensex pack today.

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In contrast, Cairn Energy Plc’s Indian arm, Cairn India, surged by over 5 per cent to hit its highest-ever level of Rs 358 on the BSE. The scrip ended with a gain of 355.45, up 4.36 per cent.
Vedanta Resources Plc is in talks to acquire a majority 51 per cent stake in Cairn India for about USD 8-8.5 billion (nearly Rs 40,000 crore) and a deal may be announced on Sunday evening or Monday.Scottish explorer Cairn Energy Plc, which holds a 62.37 per cent stake in India-listed Cairn India, is seeking up to a 20 per cent premium for passing on the controlling stake, two persons in-the-know of the development said.

Agarwal “is meeting Cairn Energy Plc Chief Executive Bill Gammell in London today and the deal is likely to be announced as early as Sunday evening or on Monday,” one of them said.

The deal will be contingent on government approval, as Cairn’s three producing oil and gas assets, including the giant Rajasthan fields, and seven exploration blocks either have explicit provisions for seeking prior approval before the transfer of interest or gives pre-emption, or the right of first refusal, on any shares being sold to partners like ONGC.

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the firm is a spinout based on research at Bangor and Cardiff universities

Therapeutics venture Awen Oncology is accelerating its research and growth plans for its next-generation cancer treatments on the back of a seven-figure investment round boost.

The funding round has been led by biotech investor Dr Urs Spitz, alongside additional funding mechanisms. The investment will create additional high value jobs and enable the company to progress key scientific milestones to advancing a primary therapeutic programme closer to the clinic.

A spinout based on teh collaborative research originating from Bangor University and Cardiff University, Awen Oncology was founded by Dr Ramsay McFarlane, Dr Jane Wakeman and Professor Andrea Brancale, a globally recognised leader in computational medicinal chemistry. The company is focused on developing innovative therapeutics with the potential to transform cancer treatment.

READ MORE: The South Wales compound semiconductor cluster targeting 6,000 jobs by 2030READ MORE: Cardiff medtech firm Alesi Surgical boosted with £7m investment round

As part of the investment, Dr Spitz will join the company board, bringing extensive international experience in building and scaling biotechnology businesses. His involvement is expected to play a crucial role in guiding the company through its next phase of growth and positioning it for future investment and clinical entry.

The funding will support the creation of PhD-level scientific positions, strengthening Wales’ growing life sciences sector and supporting the development of high-value local jobs.

The scientific discoveries underpinning the company’s formation are rooted in academic research supported by organisations led by Cancer Research Wales, a leading supporter of fundamental research in Wales, reducing suffering for cancer patients and their families in Wales.

Dr McFarlane, chief executive and co-founder of Awen Oncology, based at the M-Sparc innovation park at Gaerwen, said:“Securing this new investment marks a very important step forward for Awen Oncology as we continue to develop our therapeutic pipelines. The funding allows us to achieve critical scientific milestones, while also strengthening our team with highly skilled talent here in Wales.

“Importantly, this is about more than just scientific progress. The therapies we are developing have the potential to make a real difference to patients. Our lead programme is targeting a rare form of bone cancer, where there is a significant unmet clinical need, with potential applications across more common cancers. Ultimately, our goal is to bring forward treatments that can improve and potentially save lives.”

DR Spitz, biotech investor and new board member, added:“Awen Oncology represents a compelling opportunity at the intersection of cutting-edge science and meaningful patient impact. The team has built a strong scientific foundation, and I look forward to supporting the team as it advances towards its next stage of development.

“This investment reflects both the quality of the innovation emerging from Wales and the global potential of the company’s therapeutic approach.”

Dr Lee Campbell, head of research at Cancer Research Wales, said: “As the Welsh cancer research charity and a leading funder of cancer research here in Wales, we are proud to have been the catalyst for this important research in North Wales – a journey that began over 15 years ago. It is pleasing to see Welsh cancer research make its mark with the potential to offer real word solutions for cancer patients everywhere.”

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