Who we are
Anchored in Switzerland and internationally active, WALO is managed as a family business in the 4th and 5th generation. For over 100 years, WALO has focused on the combination of consistency and innovation.
What we do
WALO is active as an innovative total solutions company in all markets of the construction industry. The family-owned company has established itself as a reliable partner in the construction industry and infrastructure projects in Switzerland and worldwide with its decades of experience and the permanent development of sustainable as well as economical solutions.
Projects
We have successfully implemented many challenging projects. Therefore, we proudly let our references speak for our work.
Products
Whether residential, industrial, healthcare, outdoor or for sports and leisure facilities - seamless floor coverings have to meet a wide variety of requirements on a permanent basis.
Career
Good buildings and thus satisfied customers require precise construction work. All our employees, from unskilled workers to engineers, play a key role in ensuring that we achieve this goal time and time again.
Locations
With our locations in three countries, we are successfully active for you worldwide.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Then find out more about your career opportunities or contact us directly:
We appreciate your interest in the WALO Group and are happy to answer any questions you may have.
Headquarters
Giessenstrasse 5
Postfach, 8953 Dietikon 1