Platform on new construction, renovation, restoration and transformation
With 106 years of history, the fourth generation at the helm, and a strong commitment to digitalization and artificial intelligence, Hinfelaar Tech Group is firmly moving toward the future of the building services industry. The family-owned business combines traditional craftsmanship with new technology. This convergence is clearly evident in Leiden, where Hinfelaar is collaborating with Ten Brinke on a large-scale residential construction project comprising approximately 780 apartments.
“That’s still something special. We’re a family business that’s been around for 106 years now, and I’m the fourth generation at the helm, together with Gert Timmer. That represents over a century of entrepreneurship, craftsmanship, and relationships,” says Managing Director Paul Hinfelaar. At the same time, he sees this history primarily as a foundation for looking ahead. “The world is changing incredibly fast. The construction industry is changing, technology is changing, and the way our people work is changing as well. We want to maintain the mindset and commitment of a family-owned business, while at the same time staying at the forefront of technology and organizational innovation.”
According to him, the name Hinfelaar Tech Group better reflects the organization’s development. Electrical engineering remains a key pillar, but building technology is becoming increasingly broad and sophisticated. Security, access control, camera systems, intercoms, home automation, energy, data, and building technology are increasingly converging. Internally, too, the company is investing heavily in automation and AI. “We don’t want to be just an installation contractor. We want to be a technical partner who collaborates on how projects can be implemented and managed more intelligently, quickly, and efficiently.”
The project in Leiden illustrates this trend. Approximately 780 apartments will be completed in about two years. The scale and speed of the project place high demands on the technical organization. Each unit requires engineering, preparation, material flows, piping, cabling, distribution systems, installation, inspections, and final acceptance. In addition, there are common facilities, main structures, and mechanical rooms.
“It’s actually a continuously operating technical production environment,” said Hinfelaar. “When construction is moving forward at a rate of ten homes per week, as an installer, you can’t just say you’ll take a look next week to see how to organize things. The schedule has to be on track, materials have to be available, and the engineering has to be ahead of the curve.”
According to Hinfelaar, a well-organized process is essential, especially when dealing with large numbers. The combination of scale, repetition, and speed makes the project complex. After all, a mistake in the preparation phase can be repeated dozens or even hundreds of times. That’s why we constantly monitor engineering, material availability, progress, quality, and risks. “It’s like elite sports. The train has to keep running every week.” That requires intensive collaboration with Ten Brinke and the other parties involved. Architectural and technical planning are closely intertwined. “You can’t just focus on your own contract or part of the project. Ultimately, we all share the same goal: to build to a high standard, maintain the pace, and deliver the homes as agreed.”
In addition to the physical production process, Hinfelaar is making a significant investment in its digital infrastructure. An in-house team is working on applying AI to areas such as information processing, quotes, service reports, invoicing, and the analysis of historical failure data. “AI should empower our people,” Hinfelaar emphasizes. “If a project manager can gain insight into a project’s most significant deviations in a matter of seconds, he can devote his time to finding solutions and providing guidance.” He also sees opportunities in projects such as the one in Leiden. Large construction projects generate enormous amounts of data. By better linking this information, deviations and risks can potentially be identified earlier. “That’s where we want to go: from identifying issues after the fact to predicting them in advance.” According to Hinfelaar, technology does not mean that skilled professionals will become less important. On the contrary. Especially in an industry with a great need for technical personnel, technology should reduce administrative burdens so that employees can focus on their craft.
Hinfelaar Tech Group’s ambitions extend beyond growth alone. The company aims to develop into a forward-thinking technical organization, active in large-scale projects, services, smart buildings, energy, and automation. At the same time, its character as a family business remains important. “The personal, entrepreneurial, and sometimes headstrong nature of a family business must be preserved.” In that regard, Leiden serves as an important showcase. The project demonstrates the organizational capacity required to build hundreds of homes in a short period of time, while also providing Hinfelaar with valuable lessons. “You can have wonderful systems, AI, and technology, but ultimately, construction has to happen out there every day. That’s where history and the future come together. You can’t build 780 homes in two years with technology alone. You achieve that with people, collaboration, discipline, and the willingness to get better every day.”
