"The Future of Building Technology is Networked – and Starts with Us"

"The future of building technology is networked – and starts with us"

Martin Ming

June 23, 2025

4 min. reading time

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

Building technology is undergoing a transformation. Digitalization, 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 path from installer 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 technology begin – and what specifically fascinated you about sanitary technology?

My journey began quite classically – with training as a sanitary installer. Every day I was on the move to solve problems, from leaking faucets 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 exam – and finally an MBA at FHNW. Each stage opened new perspectives for me. And although many think it is "just a job in construction," it quickly becomes clear: building technology 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 assembly team and experience firsthand how individual specialists become a strong, acting 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 exam at suissetec was my professional turning point. Above all, the intensive exchange with the lecturers helped me to look beyond the horizon. I learned not to view systems in isolation but as interconnected units – similar to a clockwork where every gear meshes perfectly with the next.

This systemic view was further sharpened during the 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 individual parts.

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

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

Which digital tools do you specifically use – and how do they change your daily work?

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

On the construction site, we use digital staking devices, supported by our suppliers. This allows us to set assembly 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 the construction site, or from a smartphone on the go – I have access at any time. This gives us 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 is 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 values. We understand it as part of our development – with the goal of sustainably increasing efficiency, quality, and customer benefit.

Our projects have been digitally organized 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 assembly 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 starts 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, builders, 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 more 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 organizationally fit for the future.

This includes: clear processes, clean handovers, and minimal friction losses – internally and externally. At the same time, I want to create structures that empower our employees instead of hindering them: 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.