Friedhelm Luetz
Interim Manager, Overall Owner's Representative
Experience
Interim Manager, Overall Owner's Representative
AURUBIS AG
- Took over the project in crisis with about 1.5 years delay when joining in June 2024
- Clarified the contract situation, planning and construction history, and scope details
- Relieved the internal project management and improved team morale
- Calmed all stakeholders at all levels
- Clarified a change request with the executive board and supervisory board
- Systematized problem-solving areas and built a new schedule
- Led all subproject teams and clarified open issues with the district government
- Secured approval for early construction start (§8a) in November 2024 and initiated the start of construction
- Clarified safety-relevant aspects of the construction process
- Supervised foundation work (pile driving) and expert monitoring
- Facilitated and coordinated weekly construction meetings and subproject meetings
- Fended off claim initiatives
- Reported to the executive board and plant management
- Handed over the project to the internal project management in an orderly manner in February 2025
Interim Managing Director
Vitronet
- Calmed employees in crisis mode
- Facilitated various conflicts of interest between Vitronet and the IMD Group
- Coached the management team
- Integrated the IMD Group into the Vitronet corporate group
- Introduced a matrix organization
- Relieved the Vitronet executive board
- Successfully implemented critical subprojects
- Built a middle management level
- Improved financial performance through efficient process methods
- Recruited new specialists and managers
- Managed customer and framework agreement partners and renegotiated key framework agreements
- Led management and site meetings
- Projects in the transmission system operator and DC cable area
- Accelerated construction implementation through process optimization
- Conflict moderation and mediation
- Coached emerging young leaders
- Handed over to the new management
Interim Management, User and Investor Representative
ISAR AEROSPACE
- Project management in developing a new production site and production facilities
- Coached the internal project team
- Usage requirement analysis and analysis of various sites
- Preliminary talks with mayors and council members to clarify the building permit situation
- Negotiated with landowners
- Initiated environmental impact studies
- Advised on obtaining soil surveys and contaminated site investigations
- Negotiated with potential investors
- Deepened user requirements and negotiated investor proposals (ROCK CAPITAL, CA IMMO, GIEAG, PANATTONI, DIBAG)
- Negotiated with the Bavarian State Ministry of Economic Affairs and Finance (securities)
- Prepared production and logistics planning
- Completed the project with investor recommendation and handed over to the executive board
Interim Manager, Overall Owner's Representative
NETZSCH HOLDING
- Developed and planned the new NETZSCH campus in Selb (infrastructure, facilities, real estate)
- Monitored and evaluated soil surveys (soil improvements, contaminated site investigation)
- Monitored and evaluated environmental impact assessments
- Facilitated defining user requirements with department heads
- Defined timeline, milestone planning, as well as project and life cycle costs
- Led project development and preliminary design phase
- Established project-specific risk management and responsible controlling
- Validated structural and architectural designs
- Led budget and business case development and tracking
- Created, checked, and updated the budget with status reports to the shareholder
- Coached the project team in a matrix organization
- Handed over to the internal project management
Interim Manager, Overall Owner's Representative
LENIO BIO GmbH
- Developed user requirements and preliminary planning for new series production
- Provided technical support for contaminated site investigations at properties and existing buildings
- Facilitated defining user requirements with department heads
- Defined timeline, milestone planning, as well as project and life cycle costs
- Led project development and preliminary design phase
- Established project-specific risk management and responsible controlling
- Validated structural and architectural designs
- Led budget and business case development and tracking
- Created, checked, and updated 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 a 2-year delay on 15 August 2021
- Clarified the contract situation, design and construction history, and scope details
- Coached the entire project management team
- Systematized problem areas (fire protection, construction progress, defect resolution, commissioning)
- Introduced agile construction management methods (daily takt control, site walkthroughs)
- Coordinated weekly construction meetings via a digital Kanban board
- Held weekly one-on-one meetings with site managers and daily coaching sessions
- Increased subcontractor capacity
- Ensured construction completion and compliance with approval requirements
- Improved project financial performance through Lean Construction
Interim Management, Crisis Management Project Lead
VAMED – SANA
- Took over the project with about a 1-year delay on 27 July 2020
- Clarified the contract situation, design and construction history, and scope details
- Coached the project and site management teams
- Introduced agile construction management methods (daily takt control, site walkthroughs)
- Coordinated weekly construction meetings via a digital Kanban board
- Held weekly one-on-one meetings with site managers and daily coaching sessions
- Increased to about 450 employees across trades and bolstered project management
- Ensured completion including defect resolution by 30 April 2021
- Improved project financial performance through Lean Construction
Interim Management, Overall Owner's Representative
LENZE SE
- Overall owner's representative for the Mechatronic Competence Campus (MCC)
- Crisis management and project firefighting for over a 2-year delay
- Facilitated defining user requirements with department heads
- Initiated environmental impact assessments and expert reviews
- Set the timeline and increased 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
- Verified technical planning and execution specifications
- Managed procurement of construction and supply services including final negotiations
- Created and updated the budget with status reports
- Defended against claims for additional costs
- Delivered stable investment volume, business case, and master schedule handover
Interim Manager, Overall Owner's Representative
CONDAIR Group AG
- Led project management for the commissioning of the new plant in Norderstedt and all transfer projects
- Restructured departments including workspace relocations
- Designed processes in production and logistics
- Change management for the introduction of the New Work concept
- Mediated conflicts 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 implemented global project controlling
- Organized large group conferences and workshops
- Coached leaders in both line management and project management
- Project firefighting
Interim COO and EMEA Project Manager
CONDAIR Group AG
- Planned and executed the consolidation of four European assembly sites into Norderstedt and Pfäffikon SZ
- Facilitated defining user requirements and setting timelines, milestones, and costs
- Evaluated and assessed potential sites in Northern Germany and Central Switzerland
- Initiated and reviewed soil surveys and contaminated site reports
- Led land purchase negotiations and drafted necessary purchase agreements
- Established project-specific risk management and controlling
- Validated structural and architectural designs
- Checked and verified execution specifications
- Independently awarded construction and supply contracts and provided approval recommendations
- Established and monitored the financing framework to ensure liquidity
- Updated the budget with status reports to the shareholder
- Coordinated multiple transfers from old production sites and the commissioning of the new plant
- Completed the project 2 months ahead of schedule with a €1.5 million budget underrun
CEO / Chairman of the Board
Lean Bauen Deutschland AG
- Full responsibility for managing the company
- Set up 40 process teams across Germany
- Training and quality assurance at 650 partner companies
- Developed process-optimized planning and construction procedures
- Developed and implemented agile construction management methods
- Introduced lean principles into all construction projects
- Delivered around 120 commercial and industrial construction projects
- Fulfilled corporate duties and reporting obligations to the supervisory board
- Ensured compliance and other board responsibilities
- Strategic corporate development
Managing Director, Interim Manager and Project Manager
Luetz Management
- Managed the sole proprietorship
- Construction management, project control and owner representation in various private and commercial projects
- Implemented and ensured lean methods in construction management
- Quality assurance and training of assigned staff
Project Manager
Allianz Real Estate AG
- Project management of various renovation and refurbishment projects
- Integration management, scope management, time management
- Cost management, quality management, communication management
- Risk management, procurement management
Industries Experience
See where this freelancer has spent most of their professional time. Longer bars indicate deeper hands-on experience, while shorter ones reflect targeted or project-based work.
Experienced in Construction (21.5 years), Manufacturing (9 years), Real Estate (3 years), Utilities (2 years), Aerospace and Defense (2 years), and Healthcare (2 years).
Business Areas Experience
The graph below provides a cumulative view of the freelancer's experience across multiple business areas, calculated from completed and active engagements. It highlights the areas where the freelancer has most frequently contributed to planning, execution, and delivery of business outcomes.
Experienced in Project Management (31 years), Quality Assurance (23 years), Operations (22.5 years), Procurement (9 years), Supply Chain Management (4 years), and Human Resources (2 years).
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 leader, proven in turnarounds, future-oriented.
"90% of all construction and transformation projects fail during implementation." Most companies are poorly set up for these projects in terms of organization and methods. Often the project setup is already inadequate. Classical project management methods fail and thus pose a high risk for investors and companies. Market trends and emerging megatrends are also not sufficiently considered, creating an incomplete foundation for the project with costly consequences.
As a former member of a military special forces unit, Luetz learned to handle unique challenges, crises, and complex tasks and still ensure the success of the mission and the project. Taking full responsibility for implementing complex projects is Luetz's and his team's core competence. His additional leadership skills, as an initiator and neutral advisor focusing on project execution and outcomes, regularly lead to outstanding results. Luetz brings many years of experience and questions the status quo of the project or the company. Luetz's and his companies' core competence lies in construction and transformation projects. Almost 100% of tasks involve change and are therefore transformation projects for the companies. As a certified management consultant, he opens the view to relevant megatrends and disruptive developments and connects them to his projects. Luetz knows how to moderate the cultural change process with empathy and the required rigor and drive multiple projects forward to secure the company's future.
To guide even 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 service focus and core competences are in transformation, crisis management, restructuring, investor representation, owner's representation, and overall project management. modus.one takes full owner's representative responsibility for all phases of project realization, from project setup, development, planning, execution, and commissioning to crisis projects ("firefighter"). The modus.one team ensures the project is completed with maximum success.
Many years of experience in developing valuable and durable real estate are used to create long-lasting and value-retaining properties for investors, companies, and family offices.
Skills
Interim Ceo / Management In Transformation Situations
Strategic Corporate Development And Reorientation
Building Leadership Structures And Middle Management
Integration And Post-merger Management
Crisis Communication & Stakeholder Management
Coaching Leadership Teams
Interim Ceo, Coo, Management
Full Project Leadership
Transformation Management
Crisis Management
Restructuring
Investor Representation
Owner's Representation
Full Project Management
Aerospace
Plant Engineering
Banking
Biotechnology
Chemicals
Services
Electrical Engineering
Energy
Healthcare (Hospitals, Care Facilities)
Building Construction / Infrastructure
Information Technology
Mechanical Engineering
Medical Technology
Pharmaceuticals
Renewable Energies
Hydrogen Technology
Full 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 Management / 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
Transformation Of Work / New Work
Megatrends
Sustainability
Special Operations Forces (German Army Now: Ksk)
Taking Full Project Responsibility
Calm And Overview Even Under "Fire" In A Crisis
Team Orientation
Solution Orientation
Assertiveness
Seeing The Big Picture
Development Oriented
Future Oriented
Transformational: By Transforming The Team's Values And Attitudes From Selfish, Individual Goals Towards Long-term, Higher-level Goals – Performance Increase Through An Attractive Vision, Clear Communication Of The Shared Path, Leading By Example, And Supporting Individual Development Of Team Members
Dialogical: Focus On Developing A "Business-like Self" Of Employees And A New Order Of Cooperation Based On Dialogical Criteria
Appreciative: In Close Collaboration With All Involved
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
Profile
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