From Apprentice Bricklayer to Department Head: In this candid interview, Fredy von Flüe offers insights into his remarkable career and the challenges facing the construction industry. His story not only reflects his personal journey, but also sheds light on the current state and future of the sector.
Fredy, who are you and what do you do?
I'm 55, a father of two, married—and I've been with WALO for 25 years. I started as a construction manager and now lead the Civil Engineering Department in Zurich.
How did you get there?
I grew up in construction. My father was a partner in a small construction company. I spent school holidays on sites—earning money for my first moped—and quickly realized: I liked it! So, I trained as a bricklayer, worked externally for two years, then returned to the family business where I completed foreman school. I knew then: I wanted more—become a construction manager and maybe one day take over the company.
Did that work out?
Unfortunately not. During my time as a foreman and just before starting construction management school, my father's company went bankrupt. I had nothing, but knew I'd pursue my goal. I went back to working as a bricklayer temporarily, and a year later started school, graduating in 1998.
Goal achieved?
One could say so, but back in 1998, there was no shortage of skilled workers. There were few jobs for construction managers, and about 30 students applied for each position. Some of my applications went unanswered. The ads read: "We're looking for a young, dynamic, and experienced construction manager." I was young and dynamic—but lacked experience. I was told I didn't meet the profile. But how can a young manager gain experience without a chance? As a foreman, I was considered experienced, so I returned to that role. A few months in, a construction management position opened internally. That marked the start of my career. Unfortunately, the company ran into financial trouble and was acquired. As the newest and youngest manager, I was asked to find a new job. At least now I had experience and soon found a role in demolition, excavation, and foundation work.
And how did you come to WALO?
I enjoyed working with heavy machinery and was motivated. Six months later, I got a call from André Schär, then head of concrete refurbishment at WALO. He was looking for a construction manager. Two weeks after our meeting, it was clear: WALO offered more opportunities. I was trained under a mentor system by an experienced project manager. Responsibilities grew year after year. A milestone was leading the Hardbrücke refurbishment in Zurich. That was my "masterpiece," and I was ready for a new challenge. After the project, I was entrusted with leading the concrete refurbishment department (now Civil Engineering Zurich), a role I've held for 13 years.
What exactly is a profit center?
It's a unit within a company responsible for generating profit. We have our own financial statement and are accountable for revenue and costs. We handle budget, inventory, staffing—and execute projects independently.
What motivates you the most?
The team—team spirit. I love working with motivated people—young or old, engineers, trainees, or certified managers. With interest and drive, much can be achieved. I enjoy mentoring young managers on the path I once took. I’m driven by working in a strong team, in a family-run, innovative company with modern equipment—like WALO.
Your path wasn’t always easy. What were the biggest challenges?
As mentioned, going from foreman to construction manager was tough. As a bricklayer, you see your team’s work at the end of the day. As a manager, you plan, organize, do admin—less hands-on. That was a big shift. Becoming profit center leader was an even bigger one: You go from expert and colleague to supervisor and leader. You need sensitivity, delegation skills, trust, decision-making ability—and must handle pressure: personnel, project load, succession planning, finances. I used to pitch in on-site. Today, I still stay close to the action.
What fascinates you about civil engineering?
The variety! Every project is unique. We build infrastructure—railways, roads, bridges, underpasses, open-cut tunnels. We deal with specialties like foundations, hydraulics. Operating large machines excites kids and adults alike. That’s what makes it exciting.
What are the biggest challenges in the industry?
Clearly, the skilled labor shortage. We need tradespeople, foremen, managers—even profit center heads. At the same time, demands rise: To shorten public infrastructure projects, we must work in shifts—nights, weekends. That requires flexibility and motivated specialists. Political and public pressure for faster builds will only grow.
Can technology help?
Mechanization has only slightly advanced in 20 years. Some robots now assist—spray robots, 3D concrete printers, vacuum excavators—but much is still manual. Digital tools—BIM, 3D models, tablets—help but raise staff demands.
What’s needed to future-proof the industry?
We must improve the image and importance of construction. Kids love machines—why does that fade? We need better career marketing. "Learn to be a bricklayer" won’t cut it. Show the industry’s diversity, training options, digitization. We need flexible models to attract young professionals. Gen Z values work-life balance. We must offer modern, tailored jobs. Not easy—but essential.
How has your view of the profession changed?
The role has evolved from hands-on to management. Digitization has changed jobsites and offices. Staff expectations have risen. Public tenders now require detailed proposals—risk analysis, scheduling, quality, sustainability concepts. Contracts used to be a handshake; now they're complex. Legal knowledge is essential. Sadly, disputes have increased. I wish we could focus more on what makes construction great—building.
What advice would you give young people entering the industry?
Explore what construction offers—it’s more than meets the eye. Choose a company that values and supports you. Be curious and motivated—that gets noticed. A good team makes work enjoyable. Only those who enjoy work do it well. I’d take the same path again. I was lucky to be supported early and trusted with responsibility. That accelerates learning—and motivation.
Last question: Why did you stay at WALO?
Because WALO has a great culture. Long-standing employees identify with the company. You feel the team spirit at every level—the WALO spirit. A fifth-generation family business with challenging projects and great conditions. WALO stands for innovation, has top-tier equipment, and leads in digitization. We’ve kept moving forward. I’m part of a great team and enjoy tackling challenges with our resources.
