"The Future of Building Services Engineering is Connected – and Begins with Us"

About the job

"The Future of Building Services Engineering is Connected – and Begins with Us"

23 June 2025

4 min. reading time

Sönmez Dagasan on innovation, leadership and the transformation of an industry in upheaval

Building services engineering is undergoing a transformation. Digitalisation, increasing demands for sustainability and efficiency, as well as the shortage of skilled workers, are profoundly changing the industry. For Sönmez, deputy head of sanitary at alltech Installationen AG, this change is not a threat – but an opportunity. His journey from fitter to strategic head in project management shows: the future is created where technology, team spirit and innovation come together.

Sönmez, how did your journey into building services engineering begin – and what specifically fascinated you about sanitary technology?

My journey began quite traditionally – with training as a sanitary fitter. Every day I was out solving problems, from leaking taps to more complex installations. I never knew exactly what to expect – and that was exactly what fascinated me. It was like opening a new chapter every morning.

Over time, my perspective broadened: I completed additional training as a sanitary planner, later the master craftsman examination – and finally an MBA at FHNW. Each stage opened up new perspectives for me. And although many think it is "just a job in construction", it quickly becomes clear: building services engineering is highly complex. No day is like the other, no project is like the previous one.

Today, my fascination lies in leadership. I lead our installation team and experience first-hand how individual specialists become a strong, active system – when given the right structures and freedom.

Which stages of your career have particularly shaped you – both professionally and in terms of innovation?

The master craftsman examination at suissetec was my professional turning point. Above all, the intensive exchange with the lecturers helped me to look beyond the obvious. I learned not to view systems in isolation, but as interconnected units – similar to a clockwork mechanism, where every cog fits perfectly into the next.

This systemic view was further sharpened during my MBA studies. Contact with people from completely different industries showed me how differently processes can be thought of – and how important it is to constantly question the status quo.

I bring this mindset into our company: in the form of more efficient processes, digital tools and an open culture for new things.

Many think of classic installations when it comes to sanitary technology. But you often speak of system solutions. What does innovation mean to you?

Innovation begins where you stop thinking in isolated parts.

For me, innovation does not mean making one product better, but making the entire process smarter: from planning through execution to maintenance – connected, digital and process-oriented.

It is about minimising friction and maximising collaboration. The best systems are not only technically well thought out – they also work on a human level.

Which digital tools do you use specifically – and how do they change your working day?

We work in planning with BIM – Building Information Modelling – and that is a real gamechanger for us. We see the building digitally before it is built. Pipes, connections, interfaces: all visualised, all precise.

On site, we use digital staking devices, supported by our suppliers. This allows us to set installation points precisely – without time loss and with significantly fewer errors.

Our project data is completely cloud-based. Whether from the office, from a tablet on site or from a smartphone on the go – I have access at all times. This gives us a completely new flexibility and speed in decision-making.

You lead a team in a demanding environment. How do you promote openness to new technologies?

By leading by example. I show how a new tool works, talk about benefits – not about rules. When someone then says: "Hey, I’ll try that too", the most important step has been taken.

I watch closely who shows interest in the team – and promote them specifically. What is important to me: mistakes are allowed. Innovation does not work without friction. It is about trying new things, learning from them and getting better together.

What role does innovation play for alltech Installationen AG – and how is it concretely lived?

Innovation at alltech is not a coincidence, but firmly anchored in the company’s values. We see it as part of our development – with the goal of sustainably increasing efficiency, quality and customer benefit.

Our projects have been digitally organised for a long time. Internal communication runs via fast, informal channels instead of slow processes. In our prefabrication, we have been producing installations in advance for two years – this reduces errors and waste and saves valuable installation time.

Another example: we have introduced a new ERP system that automates many manual processes and relieves our administration. At the same time, we specifically promote further training – because real innovation begins with people, not software.

Where do you currently see the greatest potential for real progress in the industry?

In the interaction of the parties involved. The construction process today is highly fragmented. Planners, executors, clients, operators – all have different goals, schedules and information levels. This often leads to misunderstandings, unnecessary costs and quality losses.

If we manage to collaborate earlier, more closely and transparently, everyone benefits. Whether through collaborative contract models or digital interfaces: the future lies in cooperation. Not in silos.

What is your personal mission as deputy head of sanitary?

I want to make the department technically and organisationally fit for the future.

This includes: clear processes, clean handovers and minimal friction – internally and externally. At the same time, I want to create structures that strengthen rather than hinder our employees: with trust, responsibility and real development opportunities.

My goal is an environment where quality is not created through control, but through enthusiasm, competence and collaboration.