How GOLDBECK revamped their digital specification process

Q: ALEKS: What is your professional and academic background and what professional role do you have at GOLDBECK?

ANITA: I studied interior design in Rosenheim and joined GOLDBECK directly after graduating. Today, I'm responsible for the customer forum in Bielefeld and manage our extensive sample library with over 5,000 hand samples. I also oversee sample presentations in the northern regional office, from Kiel to Kassel, and attend customer meetings when we present our building types, such as halls, parking garages, office buildings, and residential buildings. For about three years now, interior design has also been part of my responsibilities. In this context, I was also involved in the development of the sample management system and was able to contribute my experience with materials and product data. This was based on our existing database, which we had been working with previously. MELANIE: After completing my architecture studies, I initially worked in architectural firms before joining GOLDBECK almost 16 years ago. Here, I first worked as an architect, later as a lead architect for large office projects in the northern regional office. After that, I moved into sales, initially for office buildings, and later also for residential buildings. Since 2021, I have been a product manager for office buildings at GOLDBECK. At GOLDBECK, we refer to our building types as "products." These include logistics and industrial halls, parking garages, office and school buildings, sports halls, emergency and security buildings, and residential buildings. GOLDBECK is also active in the field of data center construction. Revitalization projects and building-related services complete the portfolio.

Q: ALEKS: How did you first become aware of PROPSTER and what ultimately led to its implementation?

MELANIE: Our starting point was the desire to become even more professional and digital in the area of sampling. In the previous format, we could no longer meaningfully represent many things, such as datasheets, EPDs, or other product-specific information. Therefore, we decided to approach the topic from a completely new perspective. GOLDBECK has its own innovation team for this purpose, which specifically scouts companies and start-ups. PROPSTER was one of them. In the next phase, we compared various providers and gradually narrowed down the selection. It was also clear to us that we didn't simply want to implement a tool, but rather completely restructure our internal processes, knowledge transfer, transparency, and our entire way of working. Based on this, we created a new requirements specification and presented it to all relevant providers, including PROPSTER. Ultimately, the decisive factor was the flexibility demonstrated by PROPSTER, and to a significant extent, the people involved, who very quickly grasped our actual needs. Afterwards, the requirements were further refined, both in terms of the service portfolio and the way the solution should be structured. This is precisely what convinced us. In addition, the collaboration within the project worked exceptionally well. In such development projects, it's not just about functionality, but also about teamwork. And from our perspective, this worked out perfectly.

Q: ALEKS: What exactly did the sampling process look like before the launch? Where were the biggest pain points?

MELANIE: A very good example is the issue of datasheets. Previously, we basically had a classic PDF sample set, and often a separate folder containing all the datasheets. These had to be downloaded individually, collected, maintained, and compiled again. There was no central database for this. It was an enormous amount of work. In practical terms, this meant that when you went for a sample review, you already had a comprehensive sample folder, supplemented by numerous data sheets. Then everyone had to flip through them, sort them, and compile them. This wasn't very efficient. Today, things are different. With the sampling manager, we can integrate datasheets directly via a link or a stored source as a QR code. They are digitally available, directly linked to the product, and accessible to the customer with a single click. This creates clarity, significantly reduces effort, and is also more resource-efficient because this second stack of paper is eliminated. Furthermore, certificates, EPDs, and labels such as the Blue Angel play an even greater role today. Digitally representing this information professionally and in a structured manner offers genuine added value. ANITA: Today we can standardize a lot of information. Certain values and data are predefined and can be selected via dropdown menus. This saves time and reduces input errors.

Q: ALEKS: Was centralization also one of the most important goals during the introduction?

MELANIE: Yes, absolutely. In a large company like GOLDBECK, it's essential to create a common denominator that everyone can access. This is the only way to maintain consistent knowledge, standards, and quality across all locations. This creates transparency, saves time, and increases quality. At the same time, we now present ourselves to our clients with even greater professionalism because structures, layouts, and content are standardized. This is crucial, especially from the client's perspective. With a central digital tool, I can now view past projects and understand what decisions have already been made or used, or copy the latest version of a completed project directly into a new one and continue working on it.

Q: ALEKS: How was the implementation carried out from an organizational perspective? Was there a pilot phase?

MELANIE: Yes, we had a pilot phase. We set up the project so that the user stories and requirements were developed jointly with representatives from the affected departments. Because Anita was involved from the beginning, the perspective of the customer forum and the sampling department was consistently represented. I was also able to contribute the perspective from architecture and operations and brought in other colleagues as well. Once the tool had reached a certain level of maturity, we specifically sought out pilot projects. Colleagues could submit their real-world projects. In the end, we selected two larger, deliberately different projects, trained the teams beforehand, and then collected the feedback. This feedback was then incorporated into the final phase before the rollout. The pilot phase was completed in December 2024, and the rollout followed in March 2025.

Q: ALEKS: How was the system received by the project teams?

MELANIE: The feedback was very positive overall. The technical perspective was particularly interesting. Despite technical interfaces with other internal programs, the implementation went smoothly. Any issues that arose were resolved quickly and pragmatically. A major advantage was that the contacts at PROPSTER remained consistent. This ensured no knowledge was lost and allowed for efficient resolution of any problems. The feedback regarding the tool's functionality was also positive. Many colleagues describe working with it as very intuitive. Internally, we've often compared it to online shopping: you put together what you need, add missing content as required, but you don't have to delete huge template files before even starting the actual work. Of course, every new tool requires an adjustment at first. However, once you seriously engage with it, the positive "aha!" moment usually comes quickly. ANITA: The feedback from the groundskeeping department was particularly interesting for us. The tool was completely new to these colleagues. But the feedback from them was especially positive. They really enjoy working with it and find the system a real help.

Q: ALEKS: Which interfaces to existing systems are you currently using?

MELANIE: A key advantage is that projects are automatically transferred to the sampling manager via an interface, along with all relevant information. This means we no longer start with an empty project and have to manually create master data; we can get started right away. This not only saves time but also ensures consistency. Role assignment is another benefit. Only those individuals actually assigned to a particular project can edit it. Others can view projects unless their access has been explicitly restricted. This simplifies working with templates and simultaneously ensures that responsibilities are clearly defined. However, what's particularly valuable for us is that the system is fundamentally open to further interfaces, exports, and imports. In our discussions with PROPSTER, there has never been a point where anything was categorically ruled out. On the contrary, technological flexibility was a crucial decision criterion from the outset and has proven its worth throughout the project.

Q: ALEKS: Which types of buildings do you see as offering the greatest benefit?

MELANIE: Basically, for all of them. Of course, there are differences in the scope of the sampling. For a parking garage, the proportion is smaller than for an office building or a school. But fundamentally, the tool is relevant for all building types – from new construction to revitalization. ANITA: Today we built a comprehensive category tree that works for all building types. Whether it's halls, offices, schools, or residential buildings, the logic is the same. This makes the work much more efficient. MELANIE: This is particularly interesting, for example, in residential construction with our prefabricated bathrooms, which we produce in our own factories. These can now be made available centrally as templates. When changes are made, they are maintained centrally and are available to everyone.

Q: ALEKS: How has PROPSTER changed the management and maintenance of product and material data?

ANITA: It's become significantly easier. We were able to distribute data maintenance among several colleagues and establish clear responsibilities. At the same time, we can now store much more information than before. Instead of manually maintaining individual data sheets, for example, we simply store the corresponding link. This saves time and improves data quality.

Q: ALEKS: What role does the central administration play in this?

MELANIE: A very significant one. If the same data is maintained locally in multiple locations, it creates five times the workload, but no consistent body of knowledge. Thanks to centralized administration, we now have clear responsibilities. There are contact persons for specific product areas, such as porcelain stoneware. At the same time, there are central channels for reporting new information or problems. For example, if someone discovers that a new manufacturer might be of interest, this information is immediately forwarded to the responsible department. This clear allocation of responsibilities has been further refined throughout the project.

Aleks Gavric
3 hours ago
10 min read

Two portraits of women on an interview poster by Propster and Goldbeck with text about Melanie Sulewski and Anita Vossieck.

Companies that organize sampling across multiple locations, teams, and building types need more than just functional individual tools. GOLDBECK recognized early on that PowerPoint and Excel structures could no longer meet the increasing demands for product data, transparency, and standardization. Therefore, they weren't simply looking for software, but rather a robust digital foundation to redesign processes, knowledge transfer, and the sampling logic. This led to the development of PROPSTER , a joint project that demonstrates how a Europe-wide construction and service company strategically evolved its sampling process and why centralized data management became the crucial lever in this endeavor.

Our colleague from marketing, Aleks Gavric, and co-founder, Andreas Quast, spoke with Melanie Sulewski, product manager for office buildings at GOLDBECK , and Anita Vossieck, interior designer from the customer forum and sampling department. The interview focuses on the transition from decentralized data management to a unified structure , and on a collaboration that, from GOLDBECK 's perspective, has been impressive not only in terms of expertise but also in its interpersonal dynamics.

ALEKS: What is your professional and academic background and what professional role do you have at GOLDBECK?

ANITA: I studied interior design in Rosenheim and joined GOLDBECK directly after graduating. Today, I'm responsible for the customer forum in Bielefeld and manage our extensive sample library with over 5,000 hand samples. I also oversee sample presentations in the northern regional office, from Kiel to Kassel, and attend customer meetings when we present our building types, such as halls, parking garages, office buildings, and residential buildings.

For about three years now, interior design has also been part of my responsibilities. In this context, I was also involved in the development of the sample management system and was able to contribute my experience with materials and product data. This was based on our existing database, which we had been working with previously.

MELANIE: After completing my architecture studies, I initially worked in architectural firms before joining GOLDBECK almost 16 years ago. Here, I first worked as an architect, later as a lead architect for large office projects in the northern regional office. After that, I moved into sales, initially for office buildings, and later also for residential buildings. Since 2021, I have been a product manager for office buildings at GOLDBECK.

At GOLDBECK, we refer to our building types as "products." These include logistics and industrial halls, parking garages, office and school buildings, sports halls, emergency and security buildings, and residential buildings. GOLDBECK is also active in the field of data center construction. Revitalization projects and building-related services complete the portfolio.

Why GOLDBECK has rethought the topic of sampling

ALEKS: How did you first become aware of PROPSTER and what ultimately led to its implementation?

MELANIE: Our starting point was the desire to become even more professional and digital in the area of sampling. In the previous format, we could no longer meaningfully represent many things, such as datasheets, EPDs, or other product-specific information.

Therefore, we decided to approach the topic from a completely new perspective. GOLDBECK has its own innovation team for this purpose, which specifically scouts companies and start-ups. PROPSTER was one of them.

In the next phase, we compared various providers and gradually narrowed down the selection. It was also clear to us that we didn't simply want to implement a tool, but rather completely restructure our internal processes, knowledge transfer, transparency, and our entire way of working. Based on this, we created a new requirements specification and presented it to all relevant providers, including PROPSTER.

Ultimately, the decisive factor was the flexibility demonstrated by PROPSTER, and to a significant extent, the people involved, who very quickly grasped our actual needs. Afterwards, the requirements were further refined, both in terms of the service portfolio and the way the solution should be structured. This is precisely what convinced us. In addition, the collaboration within the project worked exceptionally well. In such development projects, it's not just about functionality, but also about teamwork. And from our perspective, this worked out perfectly.

Where the old way of working has reached its limits

ALEKS: What exactly did the sampling process look like before the launch? Where were the biggest pain points?

MELANIE: A very good example is the issue of datasheets. Previously, we basically had a classic PDF sample set, and often a separate folder containing all the datasheets. These had to be downloaded individually, collected, maintained, and compiled again. There was no central database for this. It was an enormous amount of work.

In practical terms, this meant that when you went for a sample review, you already had a comprehensive sample folder, supplemented by numerous data sheets. Then everyone had to flip through them, sort them, and compile them. This wasn't very efficient.

Today, things are different. With the sampling manager, we can integrate datasheets directly via a link or a stored source as a QR code. They are digitally available, directly linked to the product, and accessible to the customer with a single click. This creates clarity, significantly reduces effort, and is also more resource-efficient because this second stack of paper is eliminated.

Furthermore, certificates, EPDs, and labels such as the Blue Angel play an even greater role today. Digitally representing this information professionally and in a structured manner offers genuine added value.

ANITA: Today we can standardize a lot of information. Certain values and data are predefined and can be selected via dropdown menus. This saves time and reduces input errors.

Why centralized data storage is so crucial for GOLDBECK

ALEKS: Was centralization also one of the most important goals during the introduction?

MELANIE: Yes, absolutely. In a large company like GOLDBECK, it's essential to create a common denominator that everyone can access. This is the only way to maintain consistent knowledge, standards, and quality across all locations.

This creates transparency, saves time, and increases quality. At the same time, we now present ourselves to our clients with even greater professionalism because structures, layouts, and content are standardized. This is crucial, especially from the client's perspective. With a central digital tool, I can now view past projects and understand what decisions have already been made or used, or copy the latest version of a completed project directly into a new one and continue working on it.

How the introduction was organized

ALEKS: How was the implementation carried out from an organizational perspective? Was there a pilot phase?

MELANIE: Yes, we had a pilot phase. We set up the project so that the user stories and requirements were developed jointly with representatives from the affected departments. Because Anita was involved from the beginning, the perspective of the customer forum and the sampling department was consistently represented. I was also able to contribute the perspective from architecture and operations and brought in other colleagues as well. Once the tool had reached a certain level of maturity, we specifically sought out pilot projects. Colleagues could submit their real-world projects. In the end, we selected two larger, deliberately different projects, trained the teams beforehand, and then collected the feedback. This feedback was then incorporated into the final phase before the rollout. The pilot phase was completed in December 2024, and the rollout followed in March 2025.

How the project teams have adopted the tool

ALEKS: How was the system received by the project teams?

MELANIE: The feedback was very positive overall. The technical perspective was particularly interesting. Despite technical interfaces with other internal programs, the implementation went smoothly. Any issues that arose were resolved quickly and pragmatically. A major advantage was that the contacts at PROPSTER remained consistent. This ensured no knowledge was lost and allowed for efficient resolution of any problems. The feedback regarding the tool's functionality was also positive. Many colleagues describe working with it as very intuitive. Internally, we've often compared it to online shopping: you put together what you need, add missing content as required, but you don't have to delete huge template files before even starting the actual work. Of course, every new tool requires an adjustment at first. However, once you seriously engage with it, the positive "aha!" moment usually comes quickly.

ANITA: The feedback from the groundskeeping department was particularly interesting for us. The tool was completely new to these colleagues. But the feedback from them was especially positive. They really enjoy working with it and find the system a real help.

Which interfaces does GOLDBECK use today?

ALEKS: Which interfaces to existing systems are you currently using?

MELANIE: A key advantage is that projects are automatically transferred to the sampling manager via an interface, along with all relevant information. This means we no longer start with an empty project and have to manually create master data; we can get started right away. This not only saves time but also ensures consistency. Role assignment is another benefit. Only those individuals actually assigned to a particular project can edit it. Others can view projects unless their access has been explicitly restricted. This simplifies working with templates and simultaneously ensures that responsibilities are clearly defined. However, what's particularly valuable for us is that the system is fundamentally open to further interfaces, exports, and imports. In our discussions with PROPSTER, there has never been a point where anything was categorically ruled out. On the contrary, technological flexibility was a crucial decision criterion from the outset and has proven its worth throughout the project.

Where the greatest benefit lies

ALEKS: Which types of buildings do you see as offering the greatest benefit?

MELANIE: Basically, for all of them. Of course, there are differences in the scope of the sampling. For a parking garage, the proportion is smaller than for an office building or a school. But fundamentally, the tool is relevant for all building types – from new construction to revitalization.

ANITA: Today we built a comprehensive category tree that works for all building types. Whether it's halls, offices, schools, or residential buildings, the logic is the same. This makes the work much more efficient.

MELANIE: This is particularly interesting, for example, in residential construction with our prefabricated bathrooms, which we produce in our own factories. These can now be made available centrally as templates. When changes are made, they are maintained centrally and are available to everyone.

How the maintenance of product and material data has changed

ALEKS: How has PROPSTER changed the management and maintenance of product and material data?

ANITA: It's become significantly easier. We were able to distribute data maintenance among several colleagues and establish clear responsibilities. At the same time, we can now store much more information than before. Instead of manually maintaining individual data sheets, for example, we simply store the corresponding link. This saves time and improves data quality.

ALEKS: What role does the central administration play in this?

MELANIE: A very significant one. If the same data is maintained locally in multiple locations, it creates five times the workload, but no consistent body of knowledge. Thanks to centralized administration, we now have clear responsibilities. There are contact persons for specific product areas, such as porcelain stoneware. At the same time, there are central channels for reporting new information or problems. For example, if someone discovers that a new manufacturer might be of interest, this information is immediately forwarded to the responsible department. This clear allocation of responsibilities has been further refined throughout the project.

Time savings: Where they are noticeable and where one must remain realistic

ALEKS: Is it possible to quantify how much time is saved today compared to the past?

MELANIE: That needs to be considered in a nuanced way. The time savings are significant in data maintenance because we no longer have to maintain the same data in multiple places simultaneously. The effect is clearly evident there. However, for highly customized projects, manual additions are still necessary. But those who can draw on existing products, templates, and previous projects work considerably faster.

What we can definitely say today is that today, you start much more purposefully with exactly the content that is actually needed. This alone eliminates a significant amount of time.

ANITA: We also save a significant amount of time on formatting. Previously, new categories had to be manually added to the table of contents. This is now automated. At the same time, we now maintain considerably more information than before, such as on sustainability or internal notes from other departments. While this increases the data depth, it represents a tremendous qualitative improvement.

MELANIE: The quality of the template database is also completely different today. We have over 19,000 products in the database. That fundamentally changes the work.

Looking ahead: Developer platform, visualization and AI

ALEKS: From your perspective, where should the journey with digital sampling go from here?

MELANIE: The introduction of a digital tool and the existing interface flexibility open up many possibilities for further development. At GOLDBECK, we work with Revit and central models, so we are already very advanced on the model and data side. This creates the opportunity to link additional information, cleanly integrate quantities, and more effectively integrate visualizations into the processes.

The crucial point is that the technological foundation is in place. So we don't need to start by asking whether something is fundamentally feasible, but rather how we want to approach it strategically. A major advantage here is also the mindset we share in our collaboration. Andreas and your team understand not only the technical aspects, but also the construction and planning processes. This combination has been invaluable for us and, in my view, will remain crucial for the future.

ANDREAS: A logical next step is certainly to involve the client more closely. That is, the question of how to provide them with digital access to relevant documents and information via a kind of client platform.

What role AI could play at GOLDBECK in the future

ALEKS: From your perspective, what role will AI play in sampling and decision-making processes in the future?

MELANIE: I'm convinced that AI will play a role. The possibilities are manifold. It could support product selection, facilitate visualizations, and make processes more intelligent. At GOLDBECK, we are intensively engaged with the topic of AI. For example, it would be conceivable to automatically generate an interior view from selected products or to receive suggestions for suitable combinations.

ANITA: Or the system recognizes what has already been selected and suggests complementary products that might be a good fit.

ANDREAS: One could even go further and have the model automatically identify which components need to be sampled. From this, the system could then derive an initial, sensible suggestion for sampling. So, one wouldn't be starting from scratch, but rather on an intelligently prepared foundation.

MELANIE: It's also conceivable that AI will not only supplement traditional interfaces in the future, but also continuously compare current planning statuses in the central model with sampling information. Or that it will make suitable suggestions depending on the desired style, such as industrial style. This is precisely where great potential lies: in supporting the creation, consulting, and visual presentation of designs.

Why digital platforms are becoming indispensable in the value chain

ALEKS: How do you generally see the role of digitalization and platforms like PROPSTER in the entire value chain?

MELANIE: I now consider centralized, digital data management indispensable in the construction industry. Buildings shouldn't just be thought of up to the handover of the keys, but throughout their entire life cycle. This is especially crucial in the context of sustainability, resources, and digital twins.

The sheer volume of information generated can hardly be managed effectively without digital systems. Digitization is therefore not just a matter of efficiency, but a fundamental prerequisite for meeting the demands of the present and future.

Download the complete GOLDBECK success story

Learn in a concise format how GOLDBECK has redesigned its client sampling process with PROPSTER and created a central basis for product data, standards and cross-site processes.

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