Friedhelm Luetz
Interim Manager, Overall Owner's Representative
Experience
Interim Manager, Overall Owner's Representative
AURUBIS AG
- Taking over the project in crisis with about 1.5 years delay when taking over in June 2024
- Clarifying the contract situation, planning and construction history as well as performance details
- Relieving the internal project management and improving team morale
- Calming all stakeholders at all levels
- Clarifying a change request with the board and supervisory board
- Systematizing problem areas and building a new schedule
- Leading all subproject teams and resolving open questions with the district government
- Obtaining approval for early construction start (§8a) in November 2024 and initiating the start of construction
- Clarifying safety-relevant aspects in the construction process
- Monitoring foundation works (pile driving) and expert supervision
- Facilitating and coordinating weekly construction meetings and subproject meetings
- Defending against claim initiatives
- Reporting to the board and plant management
- Handing over the project in an orderly manner to internal project management in February 2025
Interim Managing Director
Vitronet
- Calming employees in crisis mode
- Facilitating various goal conflicts between Vitronet and the IMD Group
- Coaching the leadership team
- Integrating the IMD Group into the Vitronet corporate group
- Introducing a matrix organization
- Relieving the Vitronet board
- Successfully implementing mission-critical subprojects
- Building a middle management level
- Improving financial processes through efficient methodologies
- Recruiting new professionals and managers
- Managing customer and framework contract partners and renegotiating key framework contracts
- Leading leadership and site meetings
- Projects in the transmission system operator and DC cable area
- Accelerating construction execution through process optimization
- Conflict facilitation and mediation
- Coaching young emerging leaders
- Handing over to the new management
Interim Manager, User and Investor Representative
ISAR AEROSPACE
- Project management for the development of a new production site and production facilities
- Coaching the internal project team
- User requirement analysis and analysis of various locations
- Preliminary talks with mayors and council members to clarify building law status
- Negotiations with landowners
- Initiating environmental impact assessments
- Advising on obtaining soil surveys and contaminated site investigations
- Negotiating with potential investors
- Deepening user requirements and negotiating investor offers (ROCK CAPITAL, CA IMMO, GIEAG, PANATTONI, DIBAG)
- Negotiating with the Bavarian Ministry of Economic Affairs and Finance (securities)
- Preparing production and logistics planning
- Closing the project with investor recommendation and handing over to the board
Interim Manager, Overall Owner's Representative
NETZSCH HOLDING
- Developing and planning the new Netzsch campus in Selb (infrastructure, facilities, real estate)
- Overseeing and evaluating soil surveys (soil improvements, contaminated site investigation)
- Overseeing and evaluating environmental impact studies
- Facilitating the definition of user requirements with department heads
- Defining the timeline, milestone planning as well as project and lifecycle costs
- Leading the project development and preliminary design phase
- Setting up project-specific risk management and responsible controlling
- Validating technical and architectural designs
- Leading the preparation and monitoring of the budget and business case
- Creating, controlling and updating the budget with status reports to the shareholder
- Coaching the project team in a matrix organization
- Handing over to internal project management
Interim Manager, Overall Owner's Representative
LENIO BIO GmbH
- Developing user requirements and preliminary planning for the new series production
- Technical support in contaminated site investigations for land plots and existing buildings
- Facilitating the definition of user requirements with department heads
- Defining the timeline, milestone planning as well as project and lifecycle costs
- Leading the project development and preliminary design phase
- Setting up project-specific risk management and responsible controlling
- Validating technical and architectural designs
- Leading the preparation and monitoring of the budget and business case
- Creating, controlling and updating the budget with status reports to the shareholder
Interim COO and Interim CRO, Turnaround and Project Management
FRESENIUS–HELIOS
- Took over the project with about 2 years delay on 15.08.2021
- Clarified the contract situation, planning and construction history, and service details
- Coached the entire project management team
- Systematized problem-solving areas (fire protection, construction progress, defect removal, commissioning)
- Introduced agile construction management methods (daily takt control, site inspections)
- Coordinated weekly construction meetings via a digital Kanban board
- Weekly one-on-one meetings with site managers and daily coaching sessions
- Increased subcontractor capacities
- Ensured completion of construction and compliance with approval requirements
- Improved cost-effectiveness in construction through Lean Construction
Interim Management, Crisis Management Project Lead
VAMED – SANA
- Took over the project with about 1 year delay on 27.07.2020
- Clarified the contract situation, planning and construction history, and service details
- Coached project and site management
- Introduced agile construction management methods (daily takt control, site inspections)
- Coordinated weekly construction meetings via a digital Kanban board
- Weekly one-on-one meetings with site managers and daily coaching sessions
- Increased to about 450 staff in trades and strengthened site management
- Ensured completion including defect elimination by 30.04.2021
- Improved cost-effectiveness in construction through Lean Construction
Interim Management, Overall Responsible Owner's Representative
LENZE SE
- Overall owner's representative for the Mechatronic Competence Campus (MCC)
- Crisis management and project firefighting for over 2 years delay
- Facilitated the definition of user requirements with department heads
- Initiated environmental impact assessments and expert evaluations
- Set the timeframe and expanded the budget to €53.5 million (partial release €37.4 million)
- Evaluated and assessed implementation partners
- Restructured and streamlined the project organization
- Prepared decision recommendations for the executive board and family council
- Established project-specific risk management and controlling
- Validated technical planning and execution specifications
- Awarded construction and supply contracts including final negotiations
- Created and updated the budget with status reports
- Defended against additional claims
- Handover of a stable investment volume, business case, and framework schedule
Interim Manager, Overall Responsible Owner's Representative
CONDAIR Group AG
- Project lead for commissioning the new plant in Norderstedt and all transfer projects
- Restructured departments, including relocating workstations
- Designed processes in production and logistics
- Change management for the introduction of the New Work concept
- Facilitated conflict resolution between departments and functions
- Developed and partially implemented the Condair Academy in Norderstedt
- Optimized production and logistics facilities
- Developed and implemented NewWorkCulture@Condair
- Planned and executed the new headquarters in Switzerland
- Developed and introduced global project controlling
- Organized large group conferences and workshops
- Coached leaders in line functions and project management
- Project firefighting
Interim COO and EMEA Project Manager
CONDAIR Group AG
- Planned and executed the consolidation of four European assembly sites to Norderstedt and Pfäffikon SZ
- Facilitated the definition of user requirements and set timelines, milestones, and costs
- Evaluated and assessed potential locations in Northern Germany and Central Switzerland
- Initiated and reviewed soil surveys and contaminated land assessments
- Led land purchase negotiations and prepared necessary purchase agreements
- Established project-specific risk management and controlling
- Validated structural and architectural designs
- Reviewed and validated execution specifications
- Independently awarded construction and supply contracts and made release recommendations
- Set up and monitored the financing framework to ensure liquidity
- Updated the budget with status reports to the shareholder
- Coordinated various transfers from old production sites and commissioning of the new plant
- Project completion 2 months ahead of target with a budget underrun of €1.5 million
CEO / Chairman of the Board
Lean Bauen Deutschland AG
- Led the company with full responsibility
- Set up 40 process teams in Germany
- Provided training and quality assurance at 650 partner companies
- Developed process-optimized planning and construction methods
- Developed and implemented agile construction management methods
- Established lean practices in all construction projects
- Executed approximately 120 commercial and industrial construction projects
- Carried out corporate duties and reporting obligations to the supervisory board
- Ensured compliance and other board responsibilities
- Strategic business development
Managing Director, Interim Manager and Project Manager
Luetz Management
- Managed the sole proprietorship
- Handled construction management, project control, and client representation for various private and commercial projects
- Implemented and ensured lean methods in construction management
- Ensured quality and trained deployed staff
Project Manager
Allianz Real Estate AG
- Managed various renovation and refurbishment projects
- Integration management, scope management, time management
- Cost management, quality management, communication management
- Risk management, procurement management
Summary
Transformation and Crisis Management
Strategic crisis manager, interim CEO, CTO, CRO and managing director with deep experience in transforming medium-sized companies and corporate structures. Strong leadership, proven in turnarounds, future-oriented.
"90% of all construction and transformation projects fail in implementation." Most companies are poorly organized and methodologically ill-prepared for these projects. Often the project setup is already insufficient. Classical project management methods fail and thus pose a high risk for investors and companies. Market developments and emerging megatrends are also not sufficiently recognized, creating an incomplete starting base for the project with costly consequences.
As a former member of a military special forces unit, Luetz learned to handle special challenges, crises and complex tasks and still ensure the success of the mission or project. Overall responsibility for implementing complex projects is Luetz's and his team's core competency. His additional leadership competence as an initiator and neutral consultant focused on project execution and project results regularly leads to outstanding outcomes. Luetz brings many years of experience and questions the status quo of the project or company. Luetz and his company's core competencies lie in construction and transformation projects. Almost 100% of the tasks have a change character and are therefore also transformation projects for the companies. As a certified Management Consultant, he opens up the view for relevant megatrends and disruptive developments and puts them in context with his projects. Luetz knows how to moderate the cultural change process with empathy and the required stringency and to drive multiple projects forward to secure the company's future.
To accompany large and complex projects through all phases, Luetz founded modus.one Moderation and Management GmbH. Efficient and effective methods (Lean, Agile and high-performance team methods) secure the project.
The company's performance focuses and core competencies are in transformation, crisis management, restructuring, investor representation, owner's representation and overall project management. modus.one takes overall responsibility as owner's representative for all phases of project realization from project setup, project development, project planning, project execution and project commissioning to projects in crisis situations ("firefighter"). The modus.one team ensures that the project is completed with maximum success.
Many years of experience in developing valuable and long-lasting real estate are used to realize durable and valuable properties for investors, companies and family offices.
Skills
Interim Ceo / Executive Management In Transformation Situations
Strategic Corporate Development And Realignment
Establishing Leadership Structures And Middle Management
Integration And Post-merger Management
Crisis Communication & Stakeholder Management
Coaching Leadership Teams
Interim Ceo, Coo, Executive Management
Overall Responsible Project Management
Transformation Management
Crisis Management
Restructuring
Investor Representation
Owner's Representation
Overall Responsible Project Management
Aerospace
Plant Construction
Banking
Biotechnology
Chemical
Services
Electrical Engineering
Energy
Healthcare (Hospitals, Care Facilities)
Building Construction / Infrastructure Construction
Information Technology
Mechanical Engineering
Medical Technology
Pharma
Renewable Energy
Hydrogen Technology
Overall Responsible Investor And Owner's Representation – 30 Years
Full Project Management – 25 Years
Crisis Management And Transformation – 25 Years
Responsible Real Estate Process And Project Management – 25 Years
Agile Corporate And Project Leadership / Scrum / Systemic Management – 25 Years
Lean Construction – 25 Years
Lean Philosophy And Management – 25 Years
Organizational Development / Change Management – 25 Years
Mediation – 25 Years
Interim Management – 20 Years
Work Transformation / New Work
Megatrends
Sustainability
Special Operations Forces (German Armed Forces Today: Special Forces Command Ksk)
Taking Full Project Responsibility
Calm And Overview Even Under "Fire" In A Crisis
Team Orientation
Solution Orientation
Assertiveness
Big-picture Perspective
Development Oriented
Future Orientation
Transformational: Transforming The Team's Values And Mindsets From Selfish, Individual Goals Toward Long-term, Overarching Goals – Boosting Performance Through An Attractive Vision, Clear Communication Of The Shared Path, Leading By Example And Supporting The Individual Development Of Employees
Dialogical: Focus On Developing An "Entrepreneurial Self" Of Employees And A New Order Of Collaboration Based On Dialogical Principles
Appreciative: Working Closely With All Stakeholders
Ms Office
Mac Os
Sap
Private Pilot License: Ppl (Vfr, Ifr) - De Fcl 43779
Aircraft: Cirrus Sr20 G6
Languages
Education
Diploma in Business Administration · Business Administration
Diploma in Civil Engineering · Civil Engineering
University of St. Gallen
Master of General Management · General Management · St. Gallen, Switzerland
Certifications & licenses
Certified Coach LINC Personality Profiler
Certified Management Consultant CMC / BDU
Certified Scrum Professional CSP
Pilot license: PPL (VFR, IFR) - DE FCL 43779
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