RIB 4.0 Supports Georg Reisch’s Next Phase of Growth

From state theatres to industrial halls, no two construction projects are the same. So how much standardization can a mid-sized construction company really adopt? And how can digital workflows be flexible enough to support such a wide range of clients and project types—today and into the future?

RIB 4.0 provides answers to these questions.

A family business that puts people first

Founded in 1933 by master mason, Georg Reisch, in Bad Saulgau, the Georg Reisch construction company now covers the entire lifecycle of a building and offers a wide range of services for both the private and public sectors. Its portfolio includes planning and construction services in building and civil engineering, project development, facility management, and precast concrete production.

Despite its focus on efficiency, this mid-sized business has maintained a strong appreciation for architectural culture. Now in its third generation of family leadership under brothers Hans-Jörg and Andreas Reisch, the company employs around 320 people and combines the advantages of a regionally-focused, owner-operated business with the capabilities of a large construction firm.

As part of its digital transformation journey, the company is aiming to strike the perfect balance—keeping the agility of a mid-sized business while bringing in the structure of a larger organization. The idea is to bring together the knowledge of its people, work smarter, and create even more value for clients. At Georg Reisch GmbH & Co. KG, it all starts with the people.

“It’s an art to implement change driven by digitalization in a way that all departments are willing to embrace,” says Timo Lübben, Head of Digitalization and Processes.

“It means truly listening to what our people need—and building those insights into the way we work. RIB 4.0 gives us the flexibility to do exactly that.”

A new Digitalization & Processes Department emerges

Reisch began its RIB 4.0 journey around four years ago, driven by a long-standing goal: to implement a fully integrated, end-to-end system built on a unified data structure. As the company continued to grow, the need for a more connected and scalable solution became increasingly clear. The previous software landscape was fragmented—only partially standardized and lacking the interoperability needed to support growing operations.

Reisch envisioned an open IT solution that could connect various departments, enable deeper analysis and reporting, and provide transparency into the financial side of the business. The implementation of RIB 4.0 led to the founding of a dedicated Digitalization and Processes department at Georg Reisch GmbH & Co. KG.

Change sparks fresh ideas

“Many optimization ideas only surfaced during implementation,” says Lübben.

The unified data structure revealed new opportunities that the company quickly actioned.  Reisch began by implementing RIB 4.0 for business partner and contact management—a process that first required cleaning and migrating data from two previous systems.

Once in RIB, the groundwork was laid for new processes, such as connecting the company’s telephone system via RIB’s open API. Microsoft Office tools were also integrated with RIB, allowing team members to access contact data directly when generating mass mailings.

“Now, even site and project managers can benefit from connected data—without needing to actively use the RIB software,” Lübben adds.

Finding the right level of standardization

Features like tender management in RIB required a more strategic approach. The previous process was inconsistent and varied widely, but RIB 4.0 helped bring structure and efficiency. As implementation progressed, new ideas and requirements emerged regularly—many of which were integrated into future software updates through close collaboration between Reisch and RIB Software GmbH.

Today, more and more departments at Georg Reisch GmbH & Co. KG rely on RIB for daily tasks—from bid calculation and invoicing to the company’s first steps into model-based project work. In structural engineering, individual building components and groups are already being represented using models in RIB 4.0.

The power of true process integration

“The range of features and potential the software offers is enormous,” says Lübben.
“What truly sets RIB 4.0 apart is its end-to-end process continuity—it delivers real, measurable value.”

He also praises the system’s openness and its powerful analytics. Using collected data, the company can now generate sales reports, calculate revenue per client, and track average order volumes. With such a wide feature set, RIB 4.0 is the ideal tool for supporting Reisch’s continued growth.

Photos and Captions

Construction site, Georg Reisch GmbH & Co. KG: The family-run company now covers the entire property lifecycle and offers a wide range of services for both private and public sector clients. (Photo: Ingo Rack)

Construction site, Georg Reisch GmbH & Co. KG: As part of its digital strategy, the company aims to combine the advantages of owner-led operations with the organizational structure of a major construction group. (Photo: Ingo Rack)

Completed Volks Theatre project: As part of its digital strategy, Reisch aims to centralize employee knowledge to improve value creation and efficiency for clients. (Photo: Roland Halbe)

Implementation of RIB 4.0 has standardized and streamlined many tasks in the office. The company has also begun working with model-based processes in RIB 4.0. (Photo: Eva Kaufmann)