My Best Implenia Moment

Dominic’s journey at Implenia began with the Alb Vorland Tunnel, one of the first projects to use BIM. “Even as a young engineer, I was able to take on a lot of responsibility, help develop new standards, and drive digital solutions on large-scale projects,” he says. “What was particularly formative for me was the hands-on mentality, overcoming resistance, and the steep learning curve during that pioneering era.” He would therefore describe his time at Implenia as follows: “educational, ambitious, and marked by a passion for construction.”

Matthias joined Implenia through a trainee program in November 2014. From the very beginning, he was involved in building the lean organization. “Many of the standards, methods, and training programs that we initiated and continuously developed back then are now an integral part of our daily work. They have reached a good level of maturity, helping to make our projects more successful,” he explains. His time at Implenia in three words? “Challenging, supportive, and motivating.”

Dominic and Matthias agree: Over the past ten years, a positive transformation has taken place. Project Excellence is now firmly anchored in the organization and makes an important contribution to the continuous improvement of our projects and processes. At the same time, both remain enthusiastic about collaborating with dedicated project teams and the opportunity to support the construction of complex structures from within a support organization. Their shared drive to create something lasting for society remains their greatest motivation to this day.

At Implenia, I was able to start working right away as a shift foreman in tunnel excavation after my position at the university ended. My highlights so far: the tunnel breakthroughs in August and October 2025 using the tunnel boring machine, and the second breakthrough using blasting methods in May 2025.

I still drive into this tunnel with a smile on my face every time because the structure simply fascinates me. But Implenia offers many other opportunities as well: I’ve completed the internal training program to become a Lean expert and am looking forward to many more exciting experiences and projects.

Today, I handle all the business-related aspects of the Hamburg District Heating project: from procurement to accounting to reporting. When they were looking for a successor in Hamburg, my supervisor at the time—who was based in Munich—asked me if I felt confident taking on the job. I seized that opportunity.

One of my best moments at Implenia was my first steering committee meeting in Hamburg. When I was allowed to prepare for it and participate, it felt like I was finally sitting at the “big boys’ table.”

For me, this is a great start: I’m gaining insights into many areas, learning a lot, and have been warmly welcomed. It was important to me to launch my career at a company that offers so many opportunities.

After many years and various roles at Wincasa, taking on the responsibility of CEO in July 2025 was a special moment for me. Not only because of the new role, but because I know our company from many perspectives and have witnessed how our industry, our customers’ needs, and our employees’ expectations are changing.

The merger of Wincasa and Implenia offers enormous potential. Together, we can take a holistic view of real estate throughout its entire life cycle, learn from one another, and develop new solutions. I am motivated to seize these opportunities together with the people at Wincasa and Implenia, to actively shape change, and to always put people at the center of everything we do.

I’m inspired by the scale and complexity of this project, as well as the opportunity to be part of something that will shape the city for years to come. I particularly enjoy working with our strong on-site team: for me, having the right people, trust, and a positive workplace culture are the most important prerequisites for a project’s success.

I’m also a little proud—not only of the milestones we’ve achieved, but also of how we’ve overcome challenges together. Above all, though, I appreciate the opportunities Implenia has offered me over the years. Exciting projects, ongoing opportunities for growth, and people who have believed in me have shaped my career. Today, I’m motivated by the thought of successfully completing the Sofia project and being able to say: “We really did a great job on this together.”

The memory that has left the strongest impression on me is the Pont-Rouge project for the CFF/SBB, which I had the privilege of leading from 2015 to 2019—one of the first major projects based on the “One Company” model, featuring various production units working toward a common goal. Through this experience, I gained insight into the diversity of professions at Implenia, developed a better understanding of the challenges faced by the teams, and forged many relationships. Together, we found solutions, overcame difficulties, and moved the project forward. Beyond its technical success, I will always remember Pont-Rouge above all as a truly human experience.

For me, this moment illustrates where Implenia’s strength lies: when people with different skills, experiences, and perspectives pull together, solutions emerge that would otherwise be impossible. Collaboration, respect, and the shared search for the best way forward make large-scale projects possible—and help us grow as teams and as a company.

For me, the German Construction Award was far more than just a competition. It evaluates a company as a whole: leadership, culture, innovation, sustainability, customer focus, project management—and the ability to unite people behind a shared vision. The fact that we were honored with first place as an innovative construction company (with over 500 employees) was therefore confirmation that excellence does not arise from individual disciplines, but rather from the interplay of the whole.

In the construction industry, we often talk about buildings, but in reality, we build systems made up of people, processes, technologies, and ideas. Only when all these elements work together do projects emerge that stand the test of time. For me, therefore, construction is always a glimpse into the future. I’m guided by the Greek concept of “Arete”: the commitment to make the most of one’s own potential and to take responsibility for one’s own actions. That is exactly what I associate with Implenia: people with high standards who question the status quo, blaze new trails, and actively shape the future. For me, growth is not the goal, but rather the result of our continuous development—as we strive to be even better tomorrow than we were yesterday.

Whether it was the Rådal–Nordås–Flyplassvegen road project near Bergen or the Skøyen–Vækerø subway section in Oslo, both projects required technical precision, strong coordination, and consistent safety management. Despite complex traffic management and high requirements, we were able to deliver them on time, complete them successfully from a financial standpoint, and build strong customer relationships. I am particularly proud of the 2.85 million work hours completed on these projects without any injury-related absences.

Winning and successfully executing projects is central to our mission. To that end, we strive for quality and strong results—starting right from the bid phase. That’s why the project team must understand how the project was planned and budgeted. This close connection means we never completely let go of our projects. Seeing them succeed makes me proud—and when support is needed, we’re happy to help find solutions.

I have particularly fond memories of the moment at the old Implenia headquarters when the first two “Planhüsli” units were delivered from France—an innovative concept for digital construction site and project organization. The delivery didn’t go quite as planned: there was no suitable ramp at headquarters for unloading. But as a team, we managed to find a solution. That moment demonstrated how new ideas often come with practical challenges—and how important teamwork is in overcoming them.

For me, this memory epitomizes Implenia: We are innovative, open to new ideas, and ready to break new ground. At the same time, it shows that success is only possible through the collaboration of everyone involved. Just as with our projects, we also rely on strong partners, suppliers, and subcontractors when it comes to innovation.

After graduating from ETH, I joined Locher & Cie in Zurich in 1967—initially in the engineering office, but soon on the construction site, working in pipeline and hydraulic engineering, and finally in tunnel construction.

The Limmat underpass for the Zurich S-Bahn had a particularly profound impact on me. As site manager, I was jointly responsible for a technically challenging section that was constructed using the freezing method. After numerous additional measures and many uncertainties, the moment finally came in 1985 when it was clear: the frozen structure was securely sealed and strong enough for the tunnel to be excavated. That was a moment of great relief and joy.

Equally memorable for me was the successful completion of the turnkey railway engineering project for the Lötschberg Base Tunnel in 2007—on schedule, within budget, and made possible by strong teamwork and collaboration with the client.

Working on one of the deepest tunnels in the world is something very special to me. At the TELT Mont-Cenis Base Tunnel, I can continue my international career and grow every day through tasks that are challenging both technically and personally: high mountain pressure, complex geology, different tunneling methods, and countless interfaces. No two days are alike—and that’s exactly what makes this work so rewarding.

As the person responsible for construction planning and BIM, I oversee many trades, plans, and engineering verifications. My job is to ensure that the designs meet client requirements, are feasible in production, and result in structures designed to last 120 years. This requires precision, versatility, and coordination—and gives me the feeling that I’m contributing to something that will stand the test of time.

We are currently renovating the second tube of the tunnel and are already several weeks ahead of schedule—just as we were with the first tube, which we were able to complete well ahead of schedule. I am particularly proud of how we have organized this complex project: Up to 170 employees are working in two shifts in a very confined space and under intense time pressure. To ensure everything runs smoothly, we consistently rely on Lean Construction. Together, we plan, schedule, and coordinate the processes so that everyone knows their role.

This forward-looking planning not only makes us faster but also better: We avoid mistakes, reduce waste, and create smoother, more efficient workflows. This results in much less stress, the work gets done on time—and we can all go home satisfied in the evening to enjoy our families and free time. Together, we can overcome challenges and successfully implement new solutions.

My best moments at Implenia were the encounters with so many different people—with honest, spontaneous, direct, and humorous personalities. Especially in a work environment that was heavily male-dominated back then, I had to assert myself more strongly at the beginning. That makes it all the more rewarding to see today that my opinion and my performance matter.

HR has also changed during this time: what was once an administrative support role has evolved into one that supports the business and stands by the people in the company. This is particularly evident in the apprentices whom I have the privilege of guiding as they embark on their careers: it’s a joy to watch them grow.

Change has always been part of my journey—whether it was building up Implenia Austria in Salzburg or the acquisition of Bilfinger Construction. What was and remains important is to stay open-minded, seize opportunities, and embrace challenges.