Can’t be done? For Schwitzke Project, there’s no such thing. Whatever needs to be done with an existing building, we make it possible. Renowned architects, investors, and major brands trust us. Precisely because their endeavors are especially challenging. Unconventional ideas and designs? From preliminary sketches, we create one-of-a-kind spaces. Multinational projects with the simultaneous deployment of dozens of technical crews? We can handle it. Stay curious, think further, make it possible. This is the attitude that has driven our success. We employ a workforce of nearly 100 today – all ready for the next challenge. Get to know us better.
Your team at Schwitzke Project: the people who make it possible.
Head of Department
Head of Department
Head of Department
Head of Department
Head of Purchasing and Costing
Focusing on: lean construction management.
Optimizing construction processes and radically reducing costs.
Are you about to begin your building project? With lean construction management, we’ll show you specific levers to make operations more efficient and significantly shorten building times. The agile method starts in the planning phase. Working with you in a structured process, we’ll closely examine the full value creation of your project. Our approach: First, we define your building objective – what result do you aim to achieve, and in what quality and what period of time? With the overall project firmly in view, we dedicate ourselves to each individual phase of preparation and construction. Our guiding principle is to avoid waste.
We identify unnecessary activities and provide for the exact daily scheduling of all technical crews for handover points, blocked-off areas, resource allocation, and material flows. Paths on the construction site are shortened and stop-and-go is eliminated. Responsibilities are precisely defined. Processes are made leaner in terms of personnel as well. Tested management tools use transparent key figures to provide for cost monitoring and control within narrow time frames. This enables us to reduce risk.
Schwitzke Project has extensive experience and success in guiding lean-management projects. Ask us what we can do for you.
Our key emphasis: sustainable construction.
How we make building projects greener.
Do you want to tackle your next construction project more sustainably? Are you seeking certification according to one of the rating tools of the WGBC (World Green Building Council)? Schwitzke Project has been an active member of the German Sustainable Building Council, DGNB, since September 2017. Our employees are trained and certified there and receive further training on an ongoing basis. This enables us to realize projects in fulfillment of the LEED international guidelines and advise you accordingly in advance. This is part of our company policy – as is the regular ecological and social auditing of our suppliers.
Before building, we make sure to use ecologically safe products and low-emission construction materials – ranging from solvent-free paints that meet the RAL-ZU 102 standard to textile floor coverings with the GUT quality seal. This also means that we consider as many materials as possible in a holistic way, over their entire life cycle. When we build, we implement systematic waste management, avoiding refuse where possible, and otherwise reducing, separating, and sustainably disposing of it, as well as transparently documenting its disposal. We’ve set a waste recycling target of at least 75% – and rising.
We see ourselves as a part of your ecological footprint and are constantly striving to enhance our performance in this respect. By 2022, we aim to make our vehicle fleet completely emission-free. After all, it’s important to set a high bar.
Find out how we can advance your project sustainably.
How we approach cradle-to-cradle projects:
Our expertise extends to creating a sustainable closed-loop system of building materials in the most consistent way possible. Whether for new construction or a building revitalization, a project planned and implemented according to cradle-to-cradle principles calls above all for a systematic approach. This begins with the initial decision and runs through every phase of the project as a common thread. Find out more in the podcast about how we conceive and drive forward cradle-to-cradle projects.
Listen to the IMMOCOM podcast here (German language only):
Building revitalization, cradle-to-cradle projects, sustainable materials, and ESG as a cost driver
What does it take to make things happen? The two Schwitzke Project executives discuss their informal approach, honesty, team spirit, and the passion for new challenges.
“Don’t tell me what can’t be done, tell me how it can be done.”
Schwitzke Project has been in business since 2002. What has changed during this time?
Schwoll: Our projects have become larger and more complex. When we started out, our focus was in retail. Today we’re building upscale offices and restaurants and revitalizing whole building units—which also shows how much we have diversified.
Sigg: Although Schwitzke Project hasn’t changed at its core. What we’re about is construction in existing buildings. Our retail background remains an essential part of our DNA. I’d even say it’s our competitive advantage.
Explain that to us.
Schwoll: Retail is a tough business. It demands extremely tight scheduling and enormous flexibility. That shapes you. Reaction speed, the ability to improvise, thinking in terms of solutions, and managing complexities well—these skills are absolutely necessary in an office project or building restoration, too.
Sigg: Call it agility, paired with a hands-on mindset.
„Call it agility, paired with a hands-on mindset.”
What can a client expect in getting to know Schwitzke Project?
Schwoll: I think they will be surprised at the way we hold discussions. We’re open, curious, we want to know where the pain points of a project are, and we definitely dig deeper to get a clearer picture of the job. Right from the start, that generates an atmosphere of transparency and a focus on solutions.
Sigg: That’s very true. We see our client as a partner and take the attitude that we’re sitting next to them at the table—not across from them. We are a part of their team and we maintain a close exchange of ideas and information with them through every stage of the project.
Schwoll: That creates a relationship of trust, which is central for us. The client notices that we aren’t pushing just to get the contract signed. We want to do a good job and be able to look each other in the eye—at the beginning, but even more so, at the end of the project.
On a construction project, how do you resolve the dilemma between time, quality, and cost?
Schwoll: First, trade the word “dilemma” for “challenge.” “Dilemma” suggests that there’s a conflict at hand that’s impossible to resolve. We don’t think that way at Schwitzke Project. We’re about making things possible. “Don’t tell me what can’t be done, tell me what can be done”—that’s one of our golden rules.
Sigg: Ultimately, for every time and cost situation, there’s an appropriate qualitative solution. Here, too, what counts is what we were just talking about with respect to partnership: dealing with each other openly and honestly also means clearly stating consequences. But always on the condition of pointing out a practicable path forward.
Schwoll: There are varying parameters, of course. A high-end project naturally has different preconditions than one with tightly set budgets. Our expertise takes in both ends of this spectrum. And why shouldn’t a cost-driven project benefit from our experience in the premium segment?
Our routine is, at most, to continually adapt to each new project.
You talk about experience. Doesn’t that lead to something like routine?
Schwoll: Not at all. We always adapt 100% to our client—to their working methods, their structure, their reporting system. We can’t get away with thinking in terms of templates. To begin with, because we’re always dealing with existing buildings, and the physical conditions are always different.
Sigg: Our routine is, at most, to continually adapt to each new project. To boil it down to its essence: our passion for the next new, even bigger challenge is exactly what has made us what we are today.
You make a lot possible in construction. But is there anything that’s a no-go?
Schwoll: Only where there are physical limits. If a material takes five days to dry, we can’t just make it happen in two. For everything else, we work to find a solution—through specialized manpower, machines, creativity, commitment, and passion.
What are you most proud of?
Sigg: The more than 150 projects that we move forward every year. And the many clients that come to us not just once, but again and again, because our performance for them has won them over. But I’m also proud of the fact that we’ve grown solidly and steadily over time.
Schwoll: And that we’ve remained true to ourselves. From four colleagues at the beginning, we’ve grown to almost one hundred, yet our spirit has never changed. We practice a culture of open doors and mutual exchange. Every employee can come to us—with whatever is on their mind, or simply with a new idea. After all, we, too, learn new things every day.
Sigg: That’s right. The project “Schwitzke Project” is never finished.
What trends do you anticipate in the coming years?
Sigg: Sustainable building will no doubt become more and more important. As a member of the German Sustainable Building Council, we see ourselves as one of the firms driving this development. The digitalization of existing buildings through new data lines will continue to pick up speed. “Smart technologies” is the catchphrase here.
Schwoll: In the competition for skilled personnel, companies are increasingly investing in modern offices, so the topic of “office refreshment” is sure to keep us busy going forward. And looking at our current client inquiries, at least for us there’s a trend toward revitalization and the structural renovation.
Sigg: We aren’t going to be bored anytime soon.
Schwoll: Have we ever been?