A career move with a change of perspective: Sascha Ungerer is moving from ZÜBLIN to STRABAG.

How did your career path lead you to STRABAG and ZÜBLIN?

I completed an apprenticeship as an industrial clerk. After working in various departments and holding a position in a medium-sized company, I joined STRABAG Hoch- und Ingenieurbau in Hanover in early 2000. Following the takeover of ZÜBLIN, I switched ‘sides’ but remained in building construction. Most recently, I was Commercial Division Manager at ZÜBLIN Lower Saxony. I am now looking forward to my new role as Commercial Director and to gaining a deeper understanding of transport infrastructure construction.

What have been your biggest professional challenges to date?

The Airrail Centre, with €120 million worth of structural work completed in a single year, was certainly an outstanding project. Even more challenging, however, was the Hamburg Vocational Schools project: over five years, a total of 56 buildings had to be built or refurbished across eight sites. This level of complexity – in terms of organisation, logistics and communication – was a particular challenge.

Were there any decisions that had a particularly formative influence on your career?

There were many defining moments, but the decision to move to STRABAG in 2000 was particularly important. It enabled me to gain extensive practical experience across a wide variety of projects. This wealth of experience has had a decisive influence on my career.

After many years at ZÜBLIN, what prompted you to move internally to STRABAG?

To be honest, it was a combination of several factors: the opportunity to take on a more responsible role closer to home came at exactly the right time. After nine years as a divisional manager, I was keen to take on new challenges. And the reputation of the management team as being particularly innovative had piqued my curiosity for some time and ultimately prompted me to apply.

What changes did the move from ZÜBLIN back to STRABAG entail?

Above all, adapting to new structures and processes. But I definitely see that as an opportunity. 

Particularly within the Group, it is clear just how enriching it is to get to know new areas and to draw on existing networks. This combination not only promotes personal and professional development, but also generates new ideas.

What skills are essential for taking on responsibility?

A solid professional foundation, strategic understanding and a sense of responsibility. It is important to be able to recognise interconnections across the entire Group, to align decisions with overarching objectives, and to take responsibility not only for results but also for people. Building trust and providing clear direction – particularly in challenging situations – is also part of this. Motivating and inspiring myself and others in our endeavours has always helped me to take on responsibility.

What would you have liked to have known earlier about careers and leadership?

That a career has less to do with formal titles and much more to do with attitude, a willingness to learn and self-reflection. Networks, meaningful dialogue and trust are far more crucial than I initially thought. And: in the long run, you’ll only be successful if your chosen path aligns with your own values.

What advice would you give to colleagues who want to develop in new areas or roles?

You should be open-minded and curious, willing to take on responsibility, and patient with yourself.